Impact of Organizational Culture as a Strategic Source PDF
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Added on 2021-06-17
Impact of Organizational Culture as a Strategic Source PDF
Added on 2021-06-17
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Running head: IMPACT OF ORGANIZATIONAL CULTURE AS A STRATEGICSOURCEIMPACT OF ORGANIZATIONAL CULTURE AS A STRATEGIC SOURCEName of the StudentName of the UniversityAuthor note
1IMPACT OF ORGANIZATIONAL CULTURE AS A STRATEGIC SOURCEPart- 1Organizational cultures defined as the elemental values and ways of interaction thatcontribute to the exclusive social and cognitive environment of an organization (Osland,Devine and Turner 2015). Organizational culture influences the strategic nature of theenterprise in various ways. A number of researches have been done using analytical tools likeCultural Web in determining the strategic nature of an organizational culture as a resource.Here the company concerned is Coca Cola that utilizes its employees as wealth by givingthem perquisite, trainings and a healthy strong work culture for their better performance.Johnson’s Cultural Web (1992) is one of the most powerful tools for approaching achange in the organizational customs. The model consists of six interrelated elements thatmake up the paradigm of work environment – stories, rituals and routines, symbols,organizational structure, power system, control structure. The power of the model lies as botha clear interpretation of cultural elements as well as a complex integration of approaches tothe study of culture in management literature (Johnsonet al. 2014). The effects of the sixelements on Coca Cola help the brand to develop its strategic resource. Coca Cola does nothave any fixed rituals and routines for the employees, which is essential for a customer-basedbrand. Routine training and development programs should be arranged to make theemployees better engaged in their work. The brand operates democratically under no strictrules with an informal tone. The brand encourages competition with the rivals andcollaboration with their own sister concerns. The only monitored section of the brand is thedistribution department that speaks to the lack of control over other facets. No rewards orpunishments are assigned to the employees that make them disinterested in work growth. Thebrand name speaks for itself with limited bad reputation. Coca Cola though holds the topposition in the beverage market lacks some of the basic elements in the cultural web thatrequires consideration.
2IMPACT OF ORGANIZATIONAL CULTURE AS A STRATEGIC SOURCEStrong and weak organizational culture affects the strategic value of the enterprise ina decisive way. A strong culture is defined as a set of values that are strongly adheredwhereas a weak organizational culture is defined as an array of code that are not widelyaccepted in an organization. Strong organizational culture always has a positive effect onemployee behavior and decision making patterns. In comparison to the enterprises with weakorganizational culture, the organizations with strong culture have more propensity towardssuccess and immense motivation due to the enhanced coordination and control in theworkplace. Coca Cola has always been one of the brands with a strong organizational culture,adhering to the belief of diversity and sustainability with growth. They have alwaysconsidered their workers as assets that uplifts the workers' performance to a new notch. Thestrong and stable culture has definitely played its part in placing the brand on top (The Coca-Cola Company 2018).The Unique organizational culture is definitely a pro strategy for the success. It acts asa motivational factor for the employee that positively influences the output that in turnincreases the profitability of the organization (Chevrier 2009). The HR team of Coca Colahas always played an active role in motivating the worker involving all sorts of recreationalactivities and acknowledgment at times. This has tremendously influenced the productivity ofthe brand in the face of steep competition with the rivals in the face of globalization.David Kester, chief executive of design council, provides solutions to help managersdeal with the most fundamental innovation issues with the company. He emphasizes on theimportance of right open culture, allowing ideas and innovations to flourish, taking control atthe right time. The second thing he accentuates is the habit of hiring the right talent with anappropriate HR policy discerning innovation and building finances. So, the two golden wordsare habit, the systematic approach of running a business with innovation at the forefront andculture. He also expounds that rewarding companies look out for consumer-friendly ideas,
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