Posted: December 27th, 2022

Organization culture

TOPIC: organization culture
Organization culture refers to the values, beliefs, and behaviors that are shared by the members of an organization. It is the collective personality of an organization and shapes the way that people within the organization interact with each other and with outsiders. Organization culture can have a significant impact on an organization’s performance and the well-being of its members.

There are many factors that contribute to an organization’s culture, including the organization’s history, mission and goals, leadership style, and the diversity of its members. Culture can also be influenced by external factors, such as the industry in which the organization operates and the broader societal context in which it is located.

Organization culture can be difficult to change, as it is deeply ingrained in the shared experiences and beliefs of the organization’s members. However, it is possible for an organization to intentionally shape and change its culture through deliberate actions and decisions, such as revising its mission and values statement, implementing new policies and practices, and providing training and development opportunities for its members.

Understanding and managing organization culture is important for both individual and organizational success. It can help organizations attract and retain top talent, improve communication and collaboration, and enhance overall performance and productivity.
MGT 105- Chapter 3 Case Study The purpose of this exercise is for you to consider what is involved in changing an organization’s culture from one that focused on maximizing revenues to one that is focused on delivering excellent customer service. Think about how you would train people to be nice to someone else. Would you try to hire only nice people, or would you try to make people go through simulated exercises? How would you deal with a trainee who is shy, difficult, or emotionally unstable? After you’ve considered these questions, read through the case and answer the questions that follow. Making a New Culture Home Depot stores used to be known for customer service. A host of friendly employees would help customers navigate a huge inventory, find exactly what they needed, and even provide detailed instruction. Those days seem long gone, though. Under the leadership of the former CEO, the company shifted its focus away from customer service and toward reducing inventory and cutting costs. Stores that once had an employee in nearly every aisle are now being manned by just a handful, even during the busiest times. Customers who were used to getting help and personal attention can no longer find even a cashier, much less someone that can answer their questions on how to use a reciprocating saw. Marvin Ellison, promoted to CEO in 2008, saw the disastrous results of Home Depot’s lack of attention to customers. In the last three months of 2009, the company lost $54 million. To make matters worse, the company’s reputation took tremendous hits. For many years, it routinely ranked near the bottom of the University of Michigan’s American Customer Satisfaction Index, which measures consumers’ evaluations of all major retailers. Even after Home Depot recovered in these rankings slightly, it still lagged far behind competitors like Lowe’s and Ace. Ellison had to listen to countless stories of how consumers would drive an extra 30 minutes, even an hour, to avoid going to Home Depot. To turn things around, Marvin Ellison has committed to a new company vision—a culture dedicated to meeting three goals—clean warehouses, stocked shelves, and top customer services. He wants employees to set aside a portion of their shift to do nothing else but take care of customers. He wants to revise evaluations so that employees’ performance is reviewed primarily on the basis of customer service. He wants to give financial incentives to employees who provide great service. He wants to reduce the number of messages that stores and employees get from headquarters so that they can focus on customers. In short, he wants to restore Home Depot’s reputation for providing the very best in customer service. Ellison has appointed you to a management team that is in charge of setting up a training and evaluating program that will get the entire company focused on his vision of customer service. You and your team face the difficult task of changing the entire company’s culture so that the entire organization is focused on the customer. How will you do it? Sources The American Customer Satisfaction Index: http://www.theacsi.org/ [accessed 3 October, 2016]; Jena McGregor “Putting Home Depot’s House in Order.” BusinessWeek. May 18, 2009. p. 54. questions 1. What kind of training and evaluation program would you institute to change Home Depot’s culture? 2. Recall from the text that there are three levels of organizational culture. What kinds of changes would you make to address each level? 3. How could an analysis of the company’s external environment help in establishing a new customer-based culture? i just answers for each of the following questins above

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Study Notes & Homework Samples: What has been the underlying cause of massive increases in wealth beginning in the early 19th century? »Ethical violation