Developing Corporate Culture

This document discusses the importance of corporate culture in achieving objectives and strategies to improve it. It explores models of organizational culture, the difference between organizational and national culture, and the impact of corporate culture on achieving objectives. The document also covers organizational values, improving corporate climate, and communication strategies with internal and external stakeholders.

DEVELOPING
CORPORATE CULTURE

TABLE OF CONTENT
INTRODUCTION...........................................................................................................................1
Company Background.................................................................................................................1
LO 1.................................................................................................................................................1
1.1 Models of organizational culture...........................................................................................1
1.2 Difference between organizational and national culture.......................................................2
1.3 Corporate cultural profile.......................................................................................................3
1.4 Impact on corporate culture in achieving the objectives.......................................................4
LO 2.................................................................................................................................................4
2.1 Organizational values.............................................................................................................4
2.2 Improve corporate climate.....................................................................................................5
2.3 Framework of organization values.........................................................................................6
LO 3.................................................................................................................................................7
3.1 Internal and external stakeholders.........................................................................................7
3.2 Communication strategies......................................................................................................8
3.3 Stakeholder communication requirements.............................................................................9
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................11

INTRODUCTION
Culture is defined as knowledge and characteristics of a group of people who share the
same language, religion, music, arts, cuisine and social habits. Culture plays a very important
part in making the environment of business so that the organization can provide safety and
security to the employees of the company.
Emirates is a United Arab Emirates based company which is having its headquarters in
Garhoud, Dubai. Airlines are covering 159 destinations and as of 2019 there are more than
69,371 employees working in the organization.
The report consists of cultures objectives, cultural profile and corporate culture in
achieving objectives. The internal factors have a huge role in the functioning within an
organization and how it can be improved is also discussed in the report. Stakeholders of the
company, communication within the organization and values, belief's and language in the
organization are a part of the businesses culture environment.
Company Background
Vision of the company is to set a benchmark by getting innovations and security for the
customers in this industry. And Mission of Emirates is to provide the customers with high quality
of services so that there is a high level of satisfaction in customers. Values of emirates is
innovation, leadership, reliability, excellence and agility in the company so that they can provide
the customers with the best of experience.
LO 1
1.1 Models of organizational culture
Organizational culture are the behaviour and values which are having a contribution to
having unique social and psychological environment of business. There are two models which
can describe organizational culture for the businesses to make changes and function effectively
and productively which are Handy's culture model and Hofstede's cultural theory.
Handy's Cultural model
Charles Handy has given a model which helps the organization to understand the
interaction of human and nature. This can help the organization to function productively for a
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long and short term and this model has been divided into four categories which are role, power,
task and person.
 Role
There is a clarity of working because the roles are delegated to everyone which makes the
productivity in the organization increase and would lead to having a more chances of achieving
the business goals (Liao, 2018).
 Power
Power is distributed among the few employees of business but it is very important to
make everyone fell like they are wanted and they play a very important role in organization so
that they can give their best. This can make the company reach their objectives faster.
 Task
People who are skilled and experience must be given the same work so that there is
perfection and the organization will be able to function better.
 Person
People must share their experience and backgrounds so that others can gain that
advantage as well and the functioning will get better. No one should feel superior which will
make the company have a better achievements in market.
Hofstede's Cultural Theory
This model gives a framework for cross- culture communication so that the businesses
can understand the internal factor well. This effects the society's culture on values of the
employees working in business. There are six dimensions in this theory so that the culture can be
controlled and the organization can function better.
1.2 Difference between organizational and national culture
There are a lot of culture differences between the organization and national culture of the
country which is going to be discussed with the help of Hofstede's culture model.
 Indulgence Vs Restraint
Employees have the right to enjoy what they are doing so that they can have a better
functioning of the organization. Emirate provides employees with that feeling so that they can
have a better competitive advantage. National culture also gives the right to employees so that
they can have a healthy environment to stay in.
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 Power Distance
There is unequally distributed power in the country but in the organization there are a lot
of measures which have been take so that everyone can be treated equally.
 Individualism Vs Collectivism
This is present in Emirates and the national culture of UAE that there is no “I” but “we”
in making the achievement of the objectives. Individuals can not reach the goals faster as the
groups can reach them faster, productively and effectively.
 Long Vs Short Term Orientation
Problem solving and experience will make the company have a better vision for
themselves for the future (Zhang, 2017). This making the company get a competitive advantage
in market. Emirates are having a long term orientation in market and so is the country in the
overall growth of business in country.
 Uncertainty Avoidance
United Arab Emirates is having strict laws, guidelines, and belief's they have but
Emirates Airlines is not such because they treat everyone equally therefore there are a lot of
changes which the company has got in business.
 Masculinity Vs Femininity
Men and women in businesses have a different take in organization but it is very
important that the businesses treats both of them equally so that they can get a competitive
advantage because that will make the internal environment healthier to work in. Emirates are
treating both men and women equality in business but nationally there are no such changes in the
country.
1.3 Corporate cultural profile
Denison model helps the organization to understand the working and improve the
performance in business accordingly. This model is like a performance metrics to understand the
customer's satisfaction, innovation, quality and many other factors. There are four traits which
makes the company understand mission, adaptability, involvement and consistency. These traits
help Emirates to have better decisions growth of the company in the future (Elsmore, 2017).
Involvement is when the company involves all the employees and the team work for
making the mission of the company get achieved. Mission is considering all the external factors
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to get the change in mission of the company and how it can be achieved is known by Emirates
when they are getting in the change. Adaptability is how the market and the internal factors are
reacting to that factor so that there is a better functioning of the company. Consistency is how the
company is inclined in achieving the mission for the long run in market. Emirates are
considering all these factors therefore they are being able to capture the market as they are right
now so that there is a growth in market.
1.4 Impact on corporate culture in achieving the objectives
Denison model is very helpful to achieve the objectives and aims of Emirates because
they can have a better planning and decision-making for themselves so that the operations in the
company can take place in a better way. This model will get a solid data for the company
because of which there are improvements which the company has to make like improving the
communication gap in the company can be worked upon and the language difference which is
there can get better (Wendt, 2018). Achieving the aims and objectives is a very important factor
for the company and that can be done if this model is being followed so the better functioning in
the organization. There are a lot of innovations which take place in Emirates but without a solid
plan they can not work on it which this model will provide the company with.
LO 2
2.1 Organizational values
Questions Response 1 Response 2 Response 3 Response 4 Response 5
Are there any innovative
ideas which Emirates have
come up with so that there is
an achievement of Emirate's
value?
Yes Yes Yes No Yes
Has Emirates gained the
value of reliability in
customers?
Yes No Yes Yes No
Changes which are being No Yes Yes No No
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taken in Emirates have been
successful because of leaders
implementing them?
Excellence of value is being
provided by emirates with
all focus on customers?
No Yes Yes Yes Yes
Do you think Emirates can
has agility as a value of the
company?
Yes No Yes No No
The present situation of Emirates climate is very moderate because they are still making
efforts to achieve the goals and objectives so that they can have a better future. Organizations do
not really have a better functioning for themselves because there are no strict measures but the
customers are getting the best of services from the company because the front department which
is directly in contact with the customers are trained well.
2.2 Improve corporate climate
The climate of the company can be improved by a lot many methods of Emirates which
would be as follows.
 Identify
Emirates will have to firstly identity the missions and visions of the company which are
not being able to met on time. Identification of the problems should be the first step the company
should take so that they can take the next steps accordingly (Smimou, 2020).
 Awareness
Management and leaders of the company will have to spread the mission and vision of
the company to all employees of company so that they are aware of factors which needs to be
achieved.
 Motivational factors
Employees will have to get motivated for giving in their best to Emirates so that the
objectives, mission and vision of the company are met from time to time.
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 Task delegation
Tasks will have to be distributed between employees so that they can have a better
functioning for themselves in Emirates.
 Boost team
Motivations like increasing wages, incentives and giving promotions to employees so that
they are motivated to achieve the organizational climate objectives (Viltard and Acebo, 2018).
2.3 Framework of organization values
The framework which can be used for this organizational value is value disciplines.
Emirates should focus on products and services which they are already good at so that they can
satisfy the customers more.
 Operational Excellence
The prices of Emirates is high therefore the customers expect the services also very well
maintained and satisfactory which Emirates are fulfilling for customers. Quality of Emirates has
to be maintained because the customers have to get the best.
 Customer Intimacy
Customers are being satisfied from time to time which is making the company have a profit but
there are a lot of changes which needs to be made in Emirates and the mission of the company
will change. It is very important for the company to achieve the mission and make the employees
and the customers satisfied with business so that they do not have employee turnover.
 Product Leadership
There are innovations which needs to be done because of the competition in market so
that they can get a competitive advantage which is very important for them (Yusuf, Mustaffa and
Mohamad, 2018). There is flexibility which is being provided to the employees so that there is a
better functioning in the organization.
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LO 3
3.1 Internal and external stakeholders
Internal Stakeholders
 Employees
From the matrix the employees stand at engage and consult in the company because they
have high interest and high power in the functioning of the organization. It is very important to
make employees satisfied in Emirates only then the customers will get the best of services.
 Managers
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Illustration 1: Analyzing and classifying project stakeholders
(Source: Analyzing and Classifying Project Stakeholders, 2018)

Management of Emirates are on engage and consult level as well because they always
have to make decisions for the best of the company so that company can get the highest revenue
in market (Rees and Smith, 2017). Power is also high because they are the decision-making
comity in Emirates.
External Stakeholders
 Customers
Customers stand on the keep satisfied line because they have a power in the company but
their interest is low since they have a lot of options in front of them. There is high competition in
market therefore the customers have a huge play in businesses.
 Suppliers
Suppliers have high interest in the company but their power in the company is low
because there are a lot of supplier options with the company therefore they stand on the keep
informed level in Emirates. Competition is high therefore suppliers have to be quick in
delivering the products to the company otherwise they can lose their power completely.
3.2 Communication strategies
Strategies Stakeholders and use
Written communication Written strategy is being used on the customers who are the
external stakeholders in Emirates by giving them updates about the
company and the changes which are taking place. Mails and
messages are being sent to customers updating them about the
discounts and offers which Emirates come up with so that there are
more customers getting attracted to the company.
Verbal Employees need to get a verbal communication about the
objectives and the vision the company is having so that they can
give their updates on it and help Emirates to reach their objectives
and aims quickly (Graham and et.al., 2016). Language should not
be a problem when there has to be a communication in the
company therefore it is very important for company to have
translators if language is problem.
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Visual Visual have to be presented to management of the company so that
they can make decisions accordingly because till they are not
shown the actual future then till they will not be able to make
decisions. Suppliers who are the external stakeholders of Emirates
have to get a visual communication as well so that they can make
decisions and make the company reach their objectives faster. This
will be very beneficial for the company and the suppliers for along
run.
3.3 Stakeholder communication requirements
Stakeholder Objectives Duration Delivery Method Benefits
Customers To make the
communication
stronger that
more customers
can get
attracted in
Emirates.
5 months Verbal Customers will feel it more
comfortable with the company
when they get calls and
messages from the company
which will not just update them
about the company but also
make them feel welcomed to a
huge organization (Shah,
Arjoon and Rambocas, 2016).
Customers should feel more
accepted and comfortable using
the airlines so that they get
loyal to Emirates which will be
beneficial for the company for
the long run. This will get more
transparency between
organization and customers.
Management To increase the 8 months Written Written communication is also
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productivity in
organization so
that Emirates
can have better
functioning in
market.
required in making the
decisions and communicating
them to the employees because
verbal will take time and
written is a faster way of
reaching out to everyone. Time
management is very important
in Emirates so that they can
reach the employees after and
the changes can be
implemented faster in the
organization.
CONCLUSION
From the above report it can be concluded that culture in business plays a very important
role to make the productivity and efficiency in organization increase. Communication within
organization makes a sense of clarity in the business which is very beneficial for long term and
will make the company get a lot of benefit in the competitive market. There are measures which
the company has to make so that they can have a climate change in business so that they can
function better. Achieving mission and vision of organization is the main aim of the companies
in market which has to have a plan which they must follow so that they can get better revenue for
themselves in market.
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REFERENCES
Books and Journals
Elsmore, P., 2017. Organisational Culture: Organisational Change?: Organisational Change?.
Routledge.
Graham, J.R and et.al., 2016. Corporate culture: The interview evidence. Duke I&E Research
Paper. (2016-42). pp.16-70.
Liao, Z., 2018. Corporate culture, environmental innovation and financial performance. Business
Strategy and the Environment. 27(8). pp.1368-1375.
Rees, G. and Smith, P. eds., 2017. Strategic human resource management: An international
perspective. Sage.
Shah, K.U., Arjoon, S. and Rambocas, M., 2016. Aligning corporate social responsibility with
green economy development pathways in developing countries. Sustainable
Development. 24(4). pp.237-253.
Smimou, K., 2020. Corporate culture, ethical stimulus, and managerial momentum: Theory and
evidence. Business Ethics: A European Review.
Viltard, L.A. and Acebo, M.N., 2018. Corporate Culture: a key to stimulate
innovation. Independent Journal of Management & Production. 9(3). pp.869-888.
Wendt, K., 2018. Positive Impact Investing: A New Paradigm for Future Oriented Leadership
and Innovative Corporate Culture. In Positive Impact Investing (pp. 1-26). Springer,
Cham.
Yusuf, N.A., Mustaffa, C.S. and Mohamad, B., 2018. External perception of organisational
culture and customer based corporate reputation: the mediating role of transparent
communication. The Journal of Social Sciences Research. (SPI6). pp.638-645.
Zhang, D., 2017. Corporate social responsibility, culture, and ownership. In Corporate Social
Responsibility in China(pp. 11-29). Springer, Singapore.
Online
Analyzing and classifying project stakeholders. 2018. [Online]. Available Through:
<https://www.theprojectmanagementblueprint.com/blog/stakeholder-management/
stakeholder-power-interest-grid>.
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