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Analyzing organizational culture
Analysis of organizational culture
Analysis of organizational culture
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Jersey Mike’s is a restaurant chain that serves submarine sandwiches across the nation. According to Jersey Mike’s website, the organization’s mission is to continue to provide authentic, quality food with friendly service (History). Each franchisee has an owner and approximately 15 employees. In addition, each store also has a manager who works and trains under the franchise owner. At the Lee’s Summit, Missouri store, Kirk is the store manager and receives a stake of the company’s profit. Furthermore, since Jersey Mike’s has over 1,500 locations, the company appoints area director’s to oversee stores and act as a middle man between local owners and corporate. For example, Mike Spiegel, area director, is in charge of Jersey Mike’s in Nebraska, Iowa, and western Missouri. Jersey Mike’s company culture revolves around …show more content…
Hackman (2009), states organizational culture is divided into three categories—assumptions, values, and symbols—and these elements provide insight into the operation of a company (p. 239). According to Hackman (2009), assumptions answer how employees and outsiders are treated, as well as how employees respond to management (p. 239). Furthermore, “Values reflect what the organization feels it “ought to do,” according to Hackman (2009). “They serve as the yardstick for judging behavior” (p. 239). At Jersey Mike’s, three core values are community, relationships, and teamwork. The company strives to know every customer by name, as well give back to charities within the community (Spiegel). Jersey Mike’s also understands the importance of treating employees with respect and fostering relationships between store employees and corporate. Finally, the organization has a “we” mindset, which “reflects a willingness to share power and credit and to work with others” (Hackman, 2009, p.
Hannah’s Ice Cream is an ice cream business located on Elgin’s Beach main street at one of Lake Huron’s finest beaches. Before the original business owner and founder, Hannah, retired; this business was a thriving enterprise well admired by its local community. Equivalently important, it also established itself to become an icon in the town and its success was due to several factors. First factor: Hannah established an ethical workplace in which her employees were treated fairly and appropriately. To emphasize, her workers were paid more than minimum wage, they were provided with incentives, and they had the right voice their ideas on weekly improvement meetings. Additionally, most of her staff were teenagers and most of her customers were
In conclusion, this organization should focus more on their employees and less on profitability. This reasoning comes from the idea that efficient and appreciated employees will dictate the future of an organization through their quality of work and their outlook on the company they work for. Implementing rewards for employees and showing appreciation towards them will make them feel honored to work for such a company. In addition, word of mouth from employees will dictate in the inflow of new or current customers. If employees are treated fairly and respectfully, they are more likely to recommend their place of employment for shoppers. Finally, the implementation of a hybrid culture will benefit the company by meeting the needs of the employer, employees and customers alike.
The Johnson & Johnson Corporation have withstood various problems that would have crippled other firms which can only be accounted with the cohesiveness of the corporation members and the internal structure of the corporation. Despite the corporation’s problems over the years their statement of values is an integral part of their corporation culture and how the firm continues to conduct business. “For us, the credo is our expression of managing the multiple bottom lines of products, people, planet and profits” Larsen (as cited by Hartman et al., 2014, p. 165).
Wendy’s is one of the world’s third largest hamburger companies that is quick service. There are over 6,500 company and franchise restaurants worldwide. Wendy’s mission is to stand for honest food, higher quality, fresh wholesome food, prepared when you order it, prepared by Wendy’s kind of people, do it Dave’s Way, we don’t cut corners. This company believes in fresh and non-frozen products so the customers are satisfied and now they bought from an honest restaurant. The foundation believes in long term success that include there core values in every production. The core values are “Quality is our Recipe” “Do the Right Thing” and “Give Back”. Wendy’s focuses on the responsibility that the stakeholders are also the key to success.
We recognize that our success as an enterprise depends on the talent, skills and expertise of our people and our ability to function as a tightly integrated team. We appreciate our diversity and believe that respect - for our colleagues, customers, partners, and all those with whom we interact - is an essential element of all positive and productive business relationships.
In this paper some of the sound management practices that Trader Joe’s utilizes in the daily operations have been highlighted. Through the effective application of these management practices, Trader Joe’s has morphed into the great company that it is
Marks & Spencer is one of the UK's foremost retailers of clothing, foods, homeware and financial services, boasting a weekly customer base of 10 million in over 300 UK stores. Marks & Spencer operate in 30 countries worldwide, and has a group turnover in excess of £8 billion. It has specific values, missions and visions. It’s main vision is ‘to be the standard against which all others are measured’, it’s main mission is ‘to make aspirational quality accessible to all’, and it’s main values are quality, service, innovation and trust. (www.marksandspencer.co.uk).
The concept of organizational cultures was first raised in 1970s, and soon became a fashionable topic. Organizational culture is the shared beliefs, values and behaviours of the group. Theorists of organizations believe that organizational culture represents the pattern of behaviours, values, and beliefs of an organization. Hence, studies around organizational culture have been seen as great helpful and essential for understanding organizations and their behaviours. Additionally, organizational culture has been considered to be an important determinant of organizational success. Therefore, leaders and managers pay more than more attentions on this topic, focusing on constructing and managing organizational cultures.
Big Mike’s biggest strength is their prime Myrtle Beach, SC location. The Myrtle Beach area plays host to over 13.1 million visitors each year. Big Mike’s is centrally located just a few blocks from the Atlantic Ocean and Ocean Blvd. Another strength is that Big Mike’s offers a unique menu of homestyle soul food with low prices and little competition in the Myrtle Beach dining market. Big Mike’s menu features “comfort food” and the restaurant attracts a loyal local following plus visiting “foodies” who are looking for a unique experience and local flavor. Big Mike’s is famous for their Blue Plate Special, their Mac n’ Cheese and the owner Mike Chestnut is known for his delicious collards. His nickname is the “King of Collards.” Therefore, we have the following recommendations for Big Mike’s Soul Food.
Culture can be defined as “A pattern of basic assumptions invented, discovered or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid, and therefore to be taught to the new members as the correct way to perceive, think and feel in relation to those problems”. Schein (1988). Organizational culture can be defined as a system of shared beliefs and values that develops within an organization and guides the behavior of its members. It includes routine behaviors, norms, dominant values, and feelings or climates. The purpose and function of this culture is to help foster internal integration, bring staff members from all levels of the organization closer together, and enhance their performance.
McDonalds – one of well-known brands in the world that revolutionize the industry they compete in. McDonalds’ founding fathers could never have imagined the unbelievable growth that their company would have over the many years. Many believe that the success of McDonalds relies in totally on the brand mission that is to “be the customers’ favorite place and way to eat and drink. The mission also emphasizes the importance of a “must” exceptional customer experience”. One of the values that McDonalds tries to reinforce through out the entire company is the value cemented at the base of customer centric concept on a daily operation.
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...
Founded by James Cash Penney in 1902, J.C. Penney is one of the largest apparel, domestic retailers with approximately one hundred thousand employees in over one thousand retail locations in the United States (JCPenney, n.d.b). The company was established on the Golden Rule (also the name of its first store) to treat others as one would like to be treated (JCPenney, n.d.b). Although the organization was founded as a small business in Kemmerer, Wyoming, J.C. Penney is currently a thirteen billion dollars publicly-traded corporation that is headquartered in Plano, Texas (JCPenney, n.d.b). Therefore, to better understand its growth, J.C. Penney’s strategy, marketing, finance, human resources, and operations have to be evaluated.
Corporate culture is the shared values and meanings that members hold in common and that are practiced by an organization’s leaders. Corporate culture is a powerful force that affects individuals in very real ways. In this paper I will explain the concept of corporate culture, apply the concept towards my employer, and analyze the validity of this concept. Research As Sackmann's Iceberg model demonstrates, culture is a series of visible and invisible characteristics that influence the behavior of members of organizations. Organizational and corporate cultures are formal and informal. They can be studied by observation, by listening and interacting with people in the culture, by reading what the company says about its own culture, by understanding career path progressions, and by observing stories about the company. As R. Solomon stated, “Corporate culture is related to ethics through the values and leadership styles that the leaders practice; the company model, the rituals and symbols that organizations value, and the way organizational executives and members communicate among themselves and with stakeholders. As a culture, the corporation defines not only jobs and roles; it also sets goals and establishes what counts as success” (Solomon, 1997, p.138). Corporate values are used to define corporate culture and drive operations found in “strong” corporate cultures. Boeing, Johnson & Johnson, and Bonar Group, the engineering firm I work for, all exemplify “strong” cultures. They all have a shared philosophy, they value the importance of people, they all have heroes that symbolize the success of the company, and they celebrate rituals, which provide opportunities for caring and sharing, for developing a spiri...
This was divided into three parts in a circle wherein the outer layer is said to be easier to change while as it goes deeper, it becomes harder to control. These three layers are artifacts and symbol, espoused values, and assumptions. Artifacts and symbols are the visible elements in the organization such as the architecture and processes. These are also seen by external stakeholders of the organization. Espoused values are the standards and values of the organization. These are the internal goals that are shared by the people who work in the organization. Lastly are the basic assumptions which are rooted in the organization. This means that it is experienced and shared by everyone working under the organization that are hard to recognize and unconscious. (Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.)