The Hoover Company and Dyson

Every organization has values and beliefs that define what they do and how they do things in the organization. These values have significant influence on how the employees behaves and the general performance of the organization – it is these set of values and beliefs, rooted deep in the company’s organizational structure that depict the “dos”, “don’t” and the “hows”, of the organization and these unequivocally represents the culture of the organization. This concept became popular in the 1980s when Peters and Waterman in their book: “In search of Excellence” presented the profound argument that, the success of any organization is inextricable linked to the quality of its culture. (Carpenter, M., Taylor, B., Erdogan, B. 2009 p183). The purpose of this paper is an attempt to analyse the impact diverse cultures played in the success of the Lincoln Electric Company.

Sears, Roebuck and Co. started formally as a company in 1893, but its history started in 1886 with Richard Sears who created R.W. Sears Watch Company selling watches to increment his income. In 1887, he hired Alvah C. Roebuck a watch repairman, both formed Sears, Roebuck and Co; by 1888, they offered their first catalog featuring only watches and jewelry.

Our talented workforce reflects and champions all of our strengths and diversity – personal, professional, and educational. We offer a workplace that values and rewards leadership, collaboration and innovation, and personal and professional development.

This essay will explore a case study of Origin Energy to illustrate an organisation that has undergone a change. The organisational culture before and after the change will be described, management styles within the organisation will be analysed, the relationship between motivation and performance will also be explored and finally the change management strategies used by the organisation will be discussed as well. Each of these sections will be explored to support the hypothesis that culture is an integral part of an organisation. Before the individual sections are discussed however, the essay will look at the background of Origin Energy.

An oganisation’s culture can be perceived as its style, atmosphere and personality. For Home Depot, it was all about ‘entrepreneural high spiritdness’ which gave the members of the workforc the freedom to decide what they preceived to be the best for the company.

A culture of innovation is simply an institution or group that is willing to look at their processes and make adjustments where necessary. By adopting methods such as six Sigma and the lean process this can be done on an ongoing basis. Processes are constantly being evaluated and recess to make sure that there's maximum flow to the processes.

As a result, Davis emphasized to me that companies these days are looking for unique individuals who show great passion, standout, and have previous work experience.

The company’s culture reflects the enthusiasm and success of a dynamic, results-oriented organization built upon operational consistency, targeted investments

A strong culture is visible when employees are united, in harmony with the organization, and share common goals. Everlane is an example of a strong culture for many reasons. First, the company hires workers that know, and can fit the Everlane’s culture. Indeed, on the organization’s website we can find the job positions available and at the end of each job description, the company makes sure to explain the expectations, culture and vision of the company. For example, for the position of buyer analyst, one of the qualification required is to “be a fan of the Everlane spirit”. Hiring employees that can recognize themselves in the company is a sign of a strong culture.

Management culture was consistent, Where Management has built, or is actively building , a fact-based , scientific, transparent , open and customer focus environment. Worked proactively Discipline from high- performance Able to conduct organized projects across functions, location and business

The company owns two plants in Europe, one being Merseyside Works, England and Rotterdam Facility, Holland. Both plants were built in 1967 and are identical in scale and design. James Fawn, the Vice President and Manager of Intermediate Chemicals Group, is in charge of both plants.

‘Our products are widely known for their quality, reliability, ingenuity and versatility. Lab testing ensures we consistently meet or exceed international standards, while plenty of action in the field means we know our products work the way they’re meant to’. (Kathmandu, n.d.)

An organisation`s major internal environmental factor is the organisation`s culture (Davey 2010, p. 34). An organisation`s culture is made up of the shared values, principles, traditions and ways of doing things that influence the way the members in an organisation act (Robbins et al. 2008, p. 94). Researchers found seven dimensions (Innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness and stability) that together constitute the organisations culture and in many companies one of those dimensions are more prevalent than others and shape the organisations culture (Robbins et al. 2008, p. 94).The original source of an organisation´s culture usually reflects the vision of its founders and shows their focus (Robbins et al. 2008, p. 97).

Corporate culture can be defined as beliefs and behaviors that determine how a company 's employees and management interact and handle outside business transactions (Corporate Culture, N.D.). Global factors that affect organizations are defined as the following categories; political, economic, social and technological. Now when thinking about those two definitions and discovery skills with the mental picture of a successful innovative leader. Nayar is the only name which comes to mind when talking about innovating leaders. When Nayar become in charge of HLC, He envisioned his company becoming one of the biggest successful IT companies in the world. By applying an employee first, consumer second approach and was all applying discovery skills in the form of networking, observing. Nayar transformed HLC. In this paper, I will analyze the trends and skills that Nayar used to influence and create corporate culture, sparking innovation while incorporating the global factors that could affect the organization.

The classic Phrase by Mckinsey organisation, “the culture is how we do things around here” is taken as reference by many great people. It’s true that culture exist in an organisation which influences the work being done and also affects the success or failure of the project.