Western Union : The World's Largest Money Transfer Company

Quicken Loans has been successful in creating a corporate culture that is “an exceptional and rewarding place to work”. (Salinger, 2007) In the case of “Fun plus hard work equals success for Quicken Loans” the corporate culture is investigated. The study highlights the fact that the “corporate culture mixes causal with high energy”. (Gallagher & Reindl 2013) Quicken employees either “adapt to this high-energy culture or work can seem a high-pressure chamber where leaders extol workers to sell, sell, sell”. (Gallagher & Reindl 2013) This analysis will take into consideration case studies, theses, and interviews to dissect and apply cultural theory to the corporate environment at the Detroit office of Quicken.

This report takes a look at the Fortune 1000 company Wells Fargo in respect to organizational culture. Every organization is impacted by the cultural environment within the organization as well as in a specific industry which can impact the efficiency and effectiveness of the organization.

Not only is a strong corporate culture good for business by increasing customer satisfaction, it also can help to decrease turnover and save on human resources expenditures. Internal integration should start the minute a new employee enters a company. Training of new employees should include some way of helping them to understand the company's culture. The new hire training program currently in use at Wal-Mart stores includes videos and other information about the founding of the company as well as other general and specific information about the company's culture as well as expectations related to this culture. This is important because a company's culture is not always easily apparent to newcomers and this is what keeps Wal-mart's culture strong (Berg, 2001).

Change in culture and approach: culture should be supportive for team work and participative management practices. There should be ethnocentric perspective involved for considering the needs of customers. Dynamic and flexible culture should be formulated and employees should have collectivist approach than individual approach that is aligned towards achieving organizational goals. Attitude survey of

People are resistant to change. They fear uncertainty and loss of control (Kanter, 2012) therefore changing corporate culture can be a difficult and lengthy task. In Peter Bragman’s article, ‘A Good Way to Change a Corporate Culture’ he discusses how corporate culture begins with its ‘invisible culture’ – a companies deeper values held by organisation members – and to change, an organisation must first create new stories to instil new beliefs into the minds of employees.

We chose Costco for our term paper because of the high opinion each of us had towards it. We are all a part of the Costco generation; it is a household name and we look to it as one of life’s necessities. Furthermore we have all had positive experiences there; no one can beat Costco’s prices and its quality. What will we do without Costco? It’s an unimaginable thought. Given all of this we believed that it would be rather interesting to investigate the root

The intent of the proposal is to address the case brought forward to our organization concerning “The Young Change Agents,” at Price Waterhouse (PW) who later merged with Coopers & Lybrand. It is my understanding that the platform to address the need for change in the organization plummeted with three young pioneers (Shaw, Middleburg and Sgaralgli) recognized a need for change. Prior to Shaw and Middleburg arrival to PWC, they had an opportunity to work in a well-known student organization AIESEC. In their tenure at AIESEC life was different, as Shaw recalled while operating as the president of the national organization in New Zealand division; he recognized that AIESEC focused on developing his leadership skills by focusing on such programs as skills, attitudes, values and cultural understanding. Furthermore, he noted that his transition to PwC led to a lower echelon, and it was difficult to transition from the president to a staff member. PwC also had a high spending budget for stationery compared to New Zealand AIESEC. Moreover, the technology was not up to par for such a large cooperation. (Jick & Peiperl, p. 463) Shaw and Middleburg later partnered with Sgaralgi to fight the deficiencies that they saw in PwC. They created a force that focused on overhauling the existing values at PwC. They approached each situation, manager and employee one step at a time. Expecting nothing in return, but only to share their message on the new

Organizational cultures that can be a liability to an organization include those that create barriers to change, create barriers to diversity or barriers to mergers and acquisitions. (Robbins, S. P. 2011) Organizational cultures are also good for change and revitalization of a company. This paper will provide background information on Best Buy and the ROWE (Results-Only Work Environment) Program. This paper will describe the culture of Best Buy. This paper will also discuss the approach to organizational change that the ROWE program illustrates. This case has sources of stress and this paper will discuss the sources that are apparent in the case. Changes have occurred

As per the 14th Annual Global CEO Survey by Price Waterhouse Cooper for the year 2011, the need had been identified to bridge the gap of global skills as one of the biggest concerns, specifically for companies considering attraction, recruitment, development and retention of talents across the globe (Moran, 2014). Costly mistakes, frustration, and confusion are the main consequences of absence of global skills mainly because of ignorance regarding the effect of culture across the work place. This is because ignorance of culture differences result in unproductivity across the organization (Latimer, 2012).

This paper will be written as a two segment paper that will discuss the espoused values and beliefs of the CVS Health Corporation (CVS) and the espoused values and beliefs of the South West airlines Company. Additionally, the CVS Corporation and Southwest Airlines Company’s (SWA) organizational cultures will be analyzed. The analysis of both organizations' cultures will include, the exploration of the physical characteristics of their respective corporate headquarters and what these features portrays to consumers as well as investors. Additionally, the paper will evaluate the availability of public documents that are instrumental in capturing the different cultures within the CVS Health Corporation and the Southwest Airlines Company. Furthermore,

Western Union is one of the biggest and oldest money payment suppliers in the world. It has a substantial global network that operate in more than 200 nations. They have a large number of agents totaling a quarter of a million. They generate profits in the billions. The service is easy to use and with the proper identification, a consumer can send cash to anyone anywhere in a matter of minutes. The New York and Mississippi Valley Printing Telegraph Company, now Western Union, began as a financial services and communications company in 1851 (United States History). By 1861, the company had completed its first cross country wire beginning its ascension into the field of money transfer services. The company than began acquiring other telecommunications companies around the country. Western Union did not stop there, they embraced new and innovative services and technology to continue its growth. The early 80s would see the company jump into the international realm. With a number of segments in the company including payments for businesses and persons, transfer and personal transactions they are the most recognized name in the industry. Western has taken advantage of new technology having online, mobile and commerce services on the web. However, with its vast operations it can be a

An organization’s culture is comprised of three fundamental layers: observable artifacts, espoused values, and basic assumptions. Observable artifacts consist of the physical manifestation of an organization’s culture. A few examples of these artifacts are acronyms, manner of dress, awards, stories about the organization, and published lists of values (K &K). A key observable artifact of Chrysler’s culture is the story of Peter Fong. When the U.S. Government was offering up to $4,500 in “cash for clunkers” rebates; Mr. Fong, Chrysler’s sales chief devised a plan to offer an additional $4,500 from Chrysler. Mr. Fong’s plan of doubling rebates to gain higher sales is the type of culture which led Chrysler to lower profit margins. This type of business strategy is exactly what Mr. Marchionne was trying to change. This story shows employees Mr. Marchionne’s commitment to changing the culture of the company. Another observable artifact is the weekly management team meetings that also included Fiat executives in Italy through video conference. Mr. Marchionne used these meeting to inform employees that their margins and vehicle

Her decision to redesign account management function and expand the use of technology presents internal and external issues with her team and the business unit (Bethel University, 2014-A). Her team of senior manager has internal issues that had to be resolved; personalities, protectionism, and the reluctance of leadership (Bethel University, 2014-A). They believed that Kerrie’s task was an exercise in futility because they had been through it many times before, everyone had ideas, but no one presented a solution that was acceptable to the entire group (Bethel University, 2014-A). This caused some in-fighting or bickering about what and how things should be done.

Within the business world there is a constant, unrelenting need to adapt to the ever changing environment, standards, and personalities. This continuous need to acclimate has been a key attribute that business professionals have been practicing throughout history; particularly in the last century due to the onset of the industrial age, and even more prevalent within the last two decades as a result of the development of the internet and the burgeoning global economy. During these last twenty years or so there has been a paradigm shift exemplified by how professionals from generation y interact with the previous generations.

Within every environment and business, culture plays a role in many different ways. In my reading I have found that culture is defined as the shared intellectual programming of the human mind which differentiates one group of individuals from another group. It has often been understood that statements about culture do not describe “reality”; they are all general and relative”. Often times you will find that dependent upon the person, culture can be very subjective, meaning everyone sees things in a different view forming their personal opinions. According to this weeks’ case study we were challenged to determine and understand how culture and environment affect institutions and their management. This paper will assess how Linda Myers, from the required reading, “The Would-Be Pioneer,” was affected by the huge culture shock of working for a global conglomerate from Seoul, South Korea. I will highlight what went wrong with Ms. Myers from my point of view over the course of her assignment. I will also analyze the cause by explaining the problem Ms. Myers is encountering using the Hofstede’s five dimensions of culture to compare Korean and American assumptions about interpersonal relationships and management. Finally I will conclude through proposing a solution by making a recommendation of three specific