Corporate Culture Examples

  By admin | March 22, 2011 - 2:55 pm | Management 3 Comments

Here are some Corporate Culture Examples For you.I hope you enjoy it.

Examples of companies benefiting from the positive effects of corporate culture include:

• Wal-Mart. Founder Sam Walton’s concern and respect for staff from the foundation of the company creates an environment of trust that persists to this day. Walton met staff, calling them by their first name and encouraged change to maintain the competitive edge. To this day, staff think about “how Sam would have done it”.

• Southwest Airlines. Its relaxed culture can be traced back to unconventional CEO Herb Kelleher, who encourages informality and wants staff to have fun at their jobs. Employees are valued, with Kelleher acknowledging births, marriages and deaths by notes and cards. Staff are encouraged to pitch in and help out, especially at check-in, giving Southwest turnaround times less than half the industry average.

• Hewlett Packard. Problems several years ago encouraged HP to change its culture; staff are required to formulate three personal and three professional goals each year, and are encouraged to cheer those that meet them, such as getting away early to be with family. Two years into the program, HP reports no loss in productivity despite staff working shorter hours and there is an increased staff retention rate. The program has been marked by the extent to which managers bought in, and modeled it in their personal lives.

Rock climber Yvon Chouinard is credited with making Patagonia one of the most remarkable sportswear companies in the world. His vision drove a corporate culture of environmental activism that is chronicled in the book Let My People Go Surfing.

Additionally, after spending a bit of time with their team, TOMS Shoes, without a doubt, will revolutionize how we look at corporate culture in the future. They are championing the idea that a company can sell a quality product, be profitable, and give back to those in need. One can only hope that they will inspire more companies to do the same.

Semco is a great example of a democratic environment with minimal hierarchy. Semco’s CEO Ricardo Semler has written 2 books on Semco’s work culture (Maverick and Seven Day Weekend, both great books).

This Youtube video (http://www.youtube.com/watch?v=g… – The Caring Capitalist) nicely sums up what Semco is all about.

W L Gore is another company with a great work culture. Fast Company ran a series of articles on Gore a few years ago.

The Fabric of Creativity - http://www.fastcompany.com/magaz…

Gore’s text for innovation -

http://www.fastcompany.com/magaz…

You have no boss -

http://www.fastcompany.com/magaz…

Lessons from a management revolutionary -

http://blogs.wsj.com/management/…

Pixar is another company known for its unique work environment. Pixar’s president wrote an insightful article about how Pixar works in HBR
Link : How Pixar fosters collective creativity http://corporatelearning.hbsp.or…
Also a video of Catmull from this year’s Economist event

http://www.scottberkun.com/blog/…

he 3M Corparation has probably been written about in more MBA case studies then any other American company. The company is culturally innovative has a policy that actively supports and demands innovation from it’s product managers. For decades they required every salaried employee to take an extended paid sabbatical every 5 years (the length increased with each 5 years of seniority with the second one being a year long). You were encouraged to use the sabbaticals to pursue your dreams.

This may all be gone now, my realtime knowledge on 3M ended in 1995.

IBM was known as a strong corporate culture, supporting the IBM way and socializing its employees with strong policies, dress codes and values for one “IBM way. As the tech industry’s pace accelerated, the strong focus on an IBM way impeded the experimentation needed for developing new technologies which were replacing the older central mainframe computer technology which was becoming obsolete. Firms with culture geared towards experimentation and new idea development destroyed IBM’s ability to compete in the PC market.

Other firms with strong lousy cultures:
Enron – strong culture of individual competition
Sears – strong culture of bureacracy in an environment of flat management like Walmart.

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Japanese Corporate Culture

  By admin | March 18, 2011 - 10:36 am | Management Leave a comment

The Japanese Corporate Culture that is famous[vague] in the West is generally limited to Japan’s large corporations. These flagships of the Japanese economy provide their workers with excellent salaries, secure employment, and working conditions .[citation needed] These companies and their employees are the business elite of Japan.[citation needed] Though not as much for the new generation still a career with such a company is the dream of many young people in Japan,[citation needed] but only a select few attain these jobs. Qualification for employment is limited to the few men and women who graduate from the top thirty colleges and universities in Japan

Devotion to the Company

It is simply a fact of existence that to the salaryman, the company comes before family. Of course, deep down, he is making this sacrifice in order for his family to live better, but the price he must pay is one of long days at the office, often followed by long nights out drinking with the office staff, and suplemented by long trips — sometimes assignments of a few years — away from the family to some branch office. As I mentioned before, this devotion to the company was cultivated during the years of and immediately following the Allied Occupation. Labor unions continued to exist, but they tended to be enterprise unions — that is to say, they consisted of workers for a single employer rather than all workers of a particular trade — and therefore, even though they sometimes held protests, rallies, etc., they tended to be more cooperative with management than in some other countries.

Japan: General Careers and Slow Promotions

Because many Japanese companies offer lifelong tenure, career paths in Japan are more general when contrasted with their much more specialized American counterparts. Also, job promotion is much slower in Japan with higher emphasis on age and seniority. Promotions for top performers in American firms are granted many times faster than in the Japanese system.

A major difference between Japanese and American mindsets is that Japan focuses on the long-term while Americans frantically chase short-term goals.

Japanese Corporate Decision-Making

U.S. executives sent to manage an American subsidiary in Japan might suffer culture shock if they try to assign corporate decision-making powers to individual Japanese managers.

That’s because Japanese businesses traditionally make decisions in groups. Responsibility for those decisions is shared collectively, unlike in America where individual managers are held accountable.

Japanese Employee Controls

Japanese management is much more focused on relationships with their employees than rules to ensure corporate goals are met. Therefore, Japanese performance control mechanisms are informal. Managers in Japan depend on the honour system to get work done, relying on their workers’ trust and good will.

These informal employee controls come down to the fact that Japanese employers are concerned for their employees’ interests — both at work and home with their families. American businesses mostly focus on their employees’ work lives.

Japan’s Guided Missile Project Culture

Alfons Trompenaar designed an organizational model based on Japan’s strong emphasis on equality in the workplace and the strong Japanese task orientation.

Trompenaar used the guided missile as a metaphor for Japanese corporate culture because of the following characteristics that distinguish businesses in Japan:

  • Formal hierarchal considerations are given low priority.
  • Teams and project groups are common.
  • While individual expertise is important, all project team members are treated as equal.
  • Japanese teams take a problem-centered approach to their tasks.
  • The Japanese focus intently on the work with all members committed to the team goal.
  • Japanese managers use extensive suggestion systems and quality circles to solicit employee feedback, and are always available to listen to team member concerns.
  • Because supervisors and subordinates work closely together, changes are executed quickly.

JAPANESE firms are an insular lot. Executives typically stick with one company for life and bosses are promoted from within. This makes the decision by U-Shin, a mid-sized maker of car parts, to look outside for a new president, all the more radical. The company believes it needs a young, English-speaking boss to replace its current president (who has been in place for more than 30 years). Not only is U-Shin looking for candidates from outside the company, but it is taking the highly unusual step of running newspaper adverts to attract them.

It is symbolic of a big shift in corporate Japan. In recent years a few very large companies like Nissan and Sony have named bosses not only from outside the company but outside the country, to push though tough reforms and globalise its operations. However, U-Shin’s atypical move suggests that the need to break with tradition and internationalise management is beginning to be recognised down at the level of medium-sized business, the very heart of Japanese industry.

U-Shin, a stockmarket-listed firm with around $650m of annual sales, seeks a director who not only understands Japanese culture, but also has a firm grasp of the company’s place in the global market. This could either be a foreigner, or a Japanese executive with managerial experience abroad. The salary is around ¥35m ($400,000).

The need for globally-minded bosses is finally being understood in Japanese boardrooms. In the past, being sent overseas was usually the corporate kiss of death: those marked for the top were kept in Tokyo for grooming. However, this year there has been a string of appointments of company bosses with substantial international experience. Meanwhile, companies like Toyota and Uniqlo, a clothing brand, are promoting more foreign managers, and firms like Nomura, a stockbroker, and Rakuten, an e-commerce site, are holding executive meetings in English.

Yet despite having all the right intentions, the implementation is sometimes wanting. U-Shin plans to run its adverts in the July 25th editions of the Nikkei and Yomiuri newspapers—in Japanese, not English.

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Some tips for laptop ac adapter

  By admin | March 11, 2011 - 8:05 am | laptop accessories Leave a comment

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4 Types of Corporate Culture

  By admin | March 10, 2011 - 8:42 am | Marketing 1 Comment

What is Corporate Culture? I have introduction in the old post.Today,i would like to tell you 4 Types of Corporate Culture

1.Network organization:

In a network organization, long-term corporate partners supply goods and services to and through a central firm. Together, a network of small companies can present the appearance of a large corporation. Indeed, at the core of such an organization may be nothing more than a single entrepreneur supported by only a few employees.

2.Benefit organization:

benefit organization is a term used in Polish law introduced on 1 January 2004 by the statute on public good activity and volunteering. Organizations of public good are allowed to receive 1% of income tax from individuals, so they are tax deductible organizations. To receive such status, an organization has to be a non-governmental organization (political parties and trade unions do not qualify), involved in specific activities related to public good as described by the law, and be sufficiently transparent in its activities, governance and finances. Also data has shown that this evidence is to the point and makes sense.

3.Separatist organization

4.Corporation Organization

What is Incorporation and what are the benefits? Incorporation is the establishment of a legal entity otherwise known as a Corporation. Corporations may enter into contracts, open financial accounts and is generally afforded rights and privileges similar to a person. Asset Protection and tax exposure reduction are the two primary reasons that people choose to incorporate, or organize as Limited Liability Companies (LLC) and Limited Partnerships (Ltd. Partnership).

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Unit Cost

  By admin | March 3, 2011 - 8:24 am | Marketing Leave a comment

The unit cost of a product is the cost per standard unit supplied, which may be a single sample or a container of a given number. When purchasing more than a single unit, the total cost will increase with the number of units, but it is common for the unit cost to decrease as quantity is increased (bulk purchasing), as there are discounts etc. This reduction in long run unit costs which arise from an increase in production/purchasing is due to the fixed costs being spread out over more products and is called economies of scale.

Unit Cost Functions

Unit Cost is very important for analysizing enterprise cost management.Due to the difference of Unit Cost which reflect whether its production level, Technology equipment and Management level.

one of the purpose of Culcalation unit cost is for understanding product unit cost and every cost project adminitration.  Compared Advanced enterprises with the industry with foreign advanced enterprises on unit cost.You should find the distance and ensure the improvement direction.At the same time,unit cost is also one of the accordance to decide product price.

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