Q & A Case Study: The Acquisition Of Gillette

Throughout this essay organisational culture will be examined, including the two approaches mainstream and critical. What managers can do to shape culture and also an example of when culture has in fact been changed.

The modern business culture must, by necessity, be fluid if it is to succeed globally. There is interaction between employees, between stakeholders, and between global environments. In fact, this environment is formed through multiple interactions between the strengths, weaknesses and opportunities presented through the organization's unique culture. Since truly the one constant in business is change, it is how we adapt to such changes; as individuals and part of groups, that helps manifest behaviors as he culture evolves. Indeed, many believe that one of the templates that make up this fluidity is the concept, even more popular in the late 20th and early 21st centuries, of mergers and acquisitions (Horibe, 2001).

To understand the organizational culture of a company, one needs to start by looking at the history. Lakeshore Learning Materials was born from a divorced mother of three named Ethelyn Kaplan, who took a dream and a chance by moving her family to California in 1954 to open a toy store. When she started noticing that teachers were interested in her material, Ethelyn realized that she needed to expand her business into educational materials. 60 years later, Lakeshore Learning Materials has grown into a company with over 2000 employees, 60 retail stores throughout the United States and growing. Lakeshore Learning Materials is currently headed by Ethelyn’s grandsons, Bo and Josh Kaplan. Under the supervision of Bo and Josh, Lakeshore continues to be a leader in the Educational Materials, yet still able to keep the family culture that their grandmother started. Highest quality customer service and hard work are the core values that shape Lakeshore’s Organizational Strategy. These high expectations aren’t hard for employees at Lakeshore because the company is so loved by everyone that works there, that they give nothing less than the best.

ASDA is the second largest retailer in the UK, and it has been the biggest subsidiary of the Wal-Mart family of companies since 1999. ASDA 's scale can be appreciated by the number of stores it runs as well as how many people work for it. For example, it has 321 stores across the UK and Northern Ireland, 29 depots and more than 148,000 colleagues. These all help to generate more than £15 billion of turnover.

“Organization culture comprises the deep, basic assumptions and beliefs, as well as the shared values that define organization membership, as well as the member’s habitual ways of making decisions, and presenting themselves, and their organization to those who come in contact with it.”

The culture of an organization sets the tone for any work environment. Human resources and organizational culture works best together when an organization realizes if a potential employee is the best fit for the organization’s culture. However, the prospective employee must understand and realize if they are the best fit for the organization’s culture. Organizational culture relies on practices of the organization and how it affects the employee; it is the environment of the workplace. “Leaders first create culture when they create groups and organizations; once culture exists, they determine the criteria for leadership roles and from there, will determine who is capable of being leaders” (Schein, 2004, p. 311). Business professor, David

Organizational Culture is defined according to Kreitner and Kinicki (2013, p. 62) as, “ the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.” In addition to the core definition, organizational culture encompasses three critical layers that build off one another. The three layers are Observable Artifacts, Espoused Values, and Basic Assumptions. By, defining what organizational culture is in turns helps me to perform the job I have been hired to do. With the culture we have in place it prepares me for accomplishing the mission and vision of the organization.

Organizational culture is a belief that employees share values, beliefs, or perceptions regarding an organization, or a hierarchical society (Tsai, 2011). This is depicted as the qualities, convictions, or observations held by workers inside an association or by an authoritative unit. Since organizations reflect the qualities, convictions and behavioral standards that are utilized by workers, the circumstances that they experience can impact the mentality and conduct of the staff. One perspective through Peasre and Kanyangale (2009) concentrates on consensus, common values, and standards that are seen by the organization as a whole, allowing employees to act in a compelling manner towards others and to translate the significance of the conduct of others in different settings. As an organizational counselor, one must be able to help clients define what the acceptable behaviors are. Furthermore, a counselor must also be able to provide methods of modification to behaviors that will be generalizable to various settings (Hackney and Cormier, 2013). Researchers subscribing to this point of view refer to culture as “collective programming” or group awareness, and “shared underlying beliefs” or group values. The consensus point of view focuses on examples, shared characteristics, or the inside of an organization as a dynamic unit. Points of view like this allow for the systematic recognition of coalitions. When coalitions are discovered, they can be reframed to understand the

To greet each other in Tibet, you stick out your tongue and put your hands together in front of your chest. In Japan, it is only polite if you bow to each other when greeting. There are hundreds of different ethnic groups in the world and they all have their own customs and traditions that stemmed out from their underlying culture. Similar to these ethnic groups, each organization also have their own unique culture that guides how people behave and what people believe in within the organization.

Lussier and Achua define culture as, “the aggregate of beliefs, norms, attitudes, values, assumptions, and ways of doings things that is shared by members of an organization and taught to new members.” (p. 358). The culture of an organization can take time to develop and once it has been cemented it can be difficult to change. Organizations can change their culture from within or bring in new leadership to change their culture. Leaders can shape the culture of their organization by either substantive or symbolic leadership styles. This essay will distinguish between symbolic and substantive leadership actions that can be used to shape an organization’s culture.

Organisational culture refers to a structure of shared perceptions, ideologies and beliefs that present the suitable and unsuitable behaviours to the organisation’s employees. .These principles have a huge effect on employee attitudes and overall organisational performance. Corporate culture could become one of the organisation’s strongest assets or its biggest liability, based on strategies utilised by managers to share customs and values with employees. . The culture, traditions and shared values within an organisation could lead to in enhanced corporate performance. Researchers have discovered that a relationship between corporate culture and company performance, regarding indicators that includes revenues, sales volume, market share and stock prices. This was reflected in the 2007 survey conducted by Bain and Company exhibited results that identified business culture is an important strategy for its corporate success

The key in helping to form and provide an identity for an organisation is in its organisational culture. Northcote and Trevelyan (1853) sought to provide the Civil Service with a distinctive character. Their vision based on four principal recommendations (merit through examination, educational level, graded into a hierarchy and promotion through achievement) has meant the Civil Service has invested heavily in training programmes despite long development times. These circumstances are categorised by Deal and Kennedy (2000) as a “Bet-your-company” type culture.

The value of organization culture is every organization has its own culture. Seeing that many employees expend forty-five or more hours at their workplace, their business culture plainly influences both their work lives and their personal lives. Organizational culture makes reference to the beliefs, ideologies, principles and values that the individuals of the corporation with a business with a corporation share. This culture is a deciding aspect in the achievement of the business. And show their importance through some things in place work. To begin with, Unanimity a shared organizational culture helps to unite employees of various demographics. Many employees during an organization come from differing backgrounds, households, and traditions and still have their own cultures. Creating a distributed culture at businesses provides them a sense of unity and understanding towards the other person, promoting better communication and fewer conflict. In addition, a shared company culture promotes equality making sure the project no employee is neglected at the workplace and that they are all solved equally. Also, Loyalty Company culture helps to keep employees motivated and dedicated to the management of the organization. If employees view themselves as part

The objective of this part is to analyze the reasons that can lead a firm to M&A operations. Neoclassical economists and strategy experts argue that it improves the competitive position of the firm by exploring the characteristics of the acquired business and its added value, while others are in favor of behavioral theories such as agency theories, hubris, and misvaluation. This part therefore presents the main motivations for merger transactions as well as the improvements that an M&A transaction provide.

Edgar Schein: a pattern of shared basic assumptions that the group has learned as it solved its problems that has worked well enough to be considered as valid and is passed on to the new members as the correct way to perceive, think and feel in relation to these problems.