The Analysis of Cisco Systems

Organizational culture is the “values and beliefs that people have about an organization and provides expectations to people about the appropriate way to behave” (Kinicki, 2013, slide 3). Corporates can change Changing organizational culture can be a process using one or more of the eleven strategies, (1) formal statements, (2) slogans & sayings, (3) stories, legend, & myths, (4) leader reactions crises, (5) role modeling, training, & coaching, (6) physical design, (7) rewards, titles, promotions, & bonuses, (8) organizational goals & performance criteria, (9) measurable & controllable activities, (10) organizational structure, and (11) organizational systems & procedures (Kinicki & Williams, 2013, p. 236-137). Like stated before organizations

Organizational culture could almost be considered the roots of a company. The way a company’s employees think, the way the customers feel, and the company’s decisions are made are all based around the culture that the company has laid for itself. An employee’s values, thoughts, and actions should reflect those stated in the company’s mission. Southwest Airlines and American Airlines, while both attempting to create a culture that is comfortable and pleasing to their

In such a situation, since the bad economic environment, it is not possible to keep the original structure to fit its culture. One possible method to solve this problem is to collect continuous customers’ feedback and to subdivide the feedback by different departments. The culture of Cisco is to keep paying attention to the customers, no matter the amount of resource. But the new structure made the whole resources of the company useless to satisfy customers. Thus, a good way to know what customers need is to collect the feedback from them. In the article How to Change a Culture: Lessons from NUMMI, the author told us that “those of us trying to change our organizations’ culture need to define the things we want to do, the ways we want to behave”.iv By collecting the feedback of customers, each Cisco’s employee could be clarified of what they need to do to satisfy the customers.

There is no “one size fits all” when it comes to structure and culture within an organization since industries and situations can vary. Furthermore, if an organization wants to improve its effectiveness and performance, their organizational culture needs to be strong and provide a strategic competitive advantage when it comes to its beliefs, and values. Organizations can differentiate itself from one another by those that do not have structure and culture. It is important to know that employees in all organizations want to work in an environment of trust and respect where they

Within organizations, large and small, there exists a sense of identity among its members that separates it from other organizations. This sense of identity is known as organizational culture. All over, managers seek to influence and change this into something that can be beneficial for the organization. In his article, “The Six Levers for Managing Organizational Culture”, Professor David W. Young defines the different elements that can influence and change the culture within the organization and how the reader can use these “levers” to their advantage. While the author does present a decent explanation for changing the culture of an organization, he leaves many questions unanswered that leaves his argument incomplete.

Cisco is an abbreviation of San Francisco and founded in 1984. The founder is Leonard Bosack along with his wife Sandy. Its symbol illustrates us that it is built for human network. Its mission and goal is to shape the future of the Internet and create unprecedented value for customers, employees, investors, and ecosystem. Its vision is to change the way we work, live, play and learn. CISCO played more significant role on Internet development and provide infrastructure of the Internet. It provides broadest range of the solutions of Internet connectivity and offers tools to manage the Internet sites. It develops and sells networking products and related communications technology based on the Internet Protocol. It provides

In summary, we found that Cisco effectively promoted their corporate values and empowered their corporate culture through fair treatment, member loyalty and participation. The culture encourages commitment to their customers and extraordinary service principles.

As Chairman of the Board and Chief Executive Officer of Cisco Systems Incorporated, the leadership of John Thomas Chambers solidified Cisco as the world’s premiere data networking company.

The purpose of this paper is to analyze the culture, the internal, and the external factors in an organization. Our job is to examine the entirety of the organization. That would include the structural and environmental elements that effect the operation of the business. We will also take an in depth look at the perspectives of employees, managers, owners, and clientele.

Organizational culture has been described as shared values and beliefs that underline a company’s identity. A strong culture that encourages employees from the top to the bottom in adaptation and change can increase organizational performance by energizing and motivating employees, shape behaviors, unify personnel in the goals / objectives and align employee’s actions with the priorities of the company (Daft, R., 2013). Creating a constructive culture should be a manager’s top priority because the right culture will propel a company into a top performer in its industry.

method for access of its core records from the database concluding in system malfunctioning and break

A solid authoritative culture enables workers to survey, to assess strategies, arrangements and practices and there is always a chance for choosing the right option while making business decisions. Organization culture makes learning environment where individuals are searching for chances to introduce the new technologies. If the organization doesn’t implement the suitable organization cultural system it would eventually lead to conflicts in the work atmosphere which would have an effect on the performance of the organization.

In an organization where there is a culture that has been developed through years, a culture of uncommitted individuals and selfish authorities, the harmony that is needed in accomplishing the organizational goals between the management and the rank-and-file employees cannot be attained. At this point, any person who wants to implement changes in the system for the better of the company can experience great stress and difficulty due to the resistance and developed attitudes of the members of the organization.

“Culture engineering approach” (see palmer and handy 2000) is also the name given to the top down in which it as presumed that the top management of the company or an organisation has thorough knowledge of ideal values, behaviour and standards which is expected of every organisational member so that they achieve the goals set by the organisation. Hence It can be said that top management have the ability and right to create, uphold and bring the desired changes in the organisational culture. The same can be achieved through various human resource interventions such as reward management, organizational development, communication strategies, training, management by objectives and performance management ((Armstrong 1990; Thompson & Mabey 1994;Thornhill et. al.,2000). In a case study (Akmal putra sniba 2003) done on british airways various questions were asked to the management regarding the various approaches adopted by the organisation to change the organisational culture. As a result it came out that top down approach was adopted by british airways in which human resource interventions were organised, adding to that mangers gives training to employees to make peoples value the focal point. Hence we can say that dialogue helped them to change their organisational culture for better communication between the management and the employees. Other approach that is bottom up which means that the local members participate in decision making regarding the strategies

Existing culture can in times be very hard to continue with because of the change in the growth or in the strategic change in the organisation. At such appropriate web of culture is important to be identified or that can be a problem in the progress of the organisation. These identified elements will give organisation a bigger picture of what was going wrong and how can they change it towards betterment of the organisation.