Essays on Culture and Operations of an Organization - PeopleSoft, Nokia Corporation Case Study

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The paper 'Culture and Operations of an Organization - PeopleSoft, Nokia Corporation " is a great example of a business case study.   Organizational culture is the beliefs and principles that a particular organization in their day to day running. In other words, organizational culture is a complex issue that essentially encompasses group shared values, beliefs attitudes, assumptions, artefacts and behaviors. These organization principles become part of the company and sometimes its identity. Through years of research, scholars have able to establish profuse links between organizational culture and organizational performance. Organizational research scholars suggest that a sturdy culture that aligns staff behavior with institutional objectives should enhance performance.

There is an increasing understanding of the importance of organizational culture. Nowadays it has become too difficult for companies to undertake their mandate with laid down values (Jassawalla and Sashittal, 2002). A strong organizational culture is used by firms for competitive advantage. For instance, by leveraging their culture of innovation toward the product as well as internal processes institutions are able to survive despite stiff competition and can enter into new and profitable markets (Siew and Yu, 2004). Critical analysis of organizational culture An outstanding example of organizational culture is that of PeopleSoft, a California business management software company.

It encourages or it’ s a norm for employees to engage in nerf ball shootouts and minigolf tournaments in the business premises hallways. In the institution, the white-collar is a T-shirt and coffee is offered free. Part of the organization’ s culture is having fun and the company premise is considered the best place of spending a bad day. Values of egalitarianism are held in high regard, where people are treated with respect.

In addition, executives do not have secretaries, flamboyant offices or special benefits. The leadership of PeopleSoft is particularly keen on reminding all the employees about the importance of respect for all, the same respect accorded to the president should be given bagel delivery guy. Further, the organization is a technology pro and has flexible customer service. Technology is highly dependable in the job application system where the organization utilizes an automated voice response system to accept their job offer. The usefulness of technology in the company is further shown on an employee-first day at work; a notebook computer, backpack and tools for posting personal web pages on the organization intranet are offered.

This is considered normality rather than written rule (Miller, 2000). The company has seen tremendous growth compared to SAP and Oracle and currently stands second largest business management software provider after SAP. The organizational culture of PeopleSoft attracts and retains skilled personnel and also selling to customers. PeopleSoft has an outstanding organizational culture, that auger well with the company’ s competitiveness. PeopleSoft’ s organizational culture has highly contributed to its success.

The workers at the company have adopted a particular way of thinking about the challenges the company faces and how to act on them as well as maximizing exploitation of opportunities (Miller, 2000; Stone and Vance, 2009). Another organization with an outstanding culture is the Nokia Corporation, manufacturer of cellular phones. The best description for Nokia Corporation culture is that it is responsive and collegial. In the company, employees do not take credit personally for their success rather emphasizes collegiality. A famous quote from its CEO Jorma Ollila is “ we don’ t snap our suspenders. ” The culture is founded on the values of respect for individuals, customer satisfaction, achievement and continuous learning.

It further stretches to encompass equality of opportunities and employee participation and emphasis of speed and flexibility of decision making (Miller, 2000; Moon et al. , 2012).

References

Jassawalla, A and Sashittal, H 2002, Cultures that support product innovation processes, Academy of Management Executive, vol.16, no. 1, pp. 42-53.

Judge, T and Cable, D 2006, Applicant personality, organizational culture, and organization attraction, Personnel Psychology, vol. 50, no. 1, pp. 359-394.

Miller, K 2000, Organizational Culture, Viewed on 09th April 2013 http://www.uni-graz.at/iimwww/iimwww/orgculture.pdf

Moon, H., Quigley, N. and Marr, J 2012, How interpersonal motives explain the influence of organizational culture on organizational productivity, creativity and adaptation, Organizational Psychology Review, vol.2, no. 2, pp.109-128.

Siew, K. and Yu, K 2004, Corporate culture and organizational performance. Journal of Managerial Psychology, vol.19, no.1, pp. 340-359.

Smith, K., Collins, C and Clark, K 2005, Existing knowledge, knowledge creation capability, and the rate of new product introduction in high-technology firms, Academy of Management Journal, vol. 48, no. 2, pp.346-357.

Sorensen, J 2002, The strength of corporate culture and the reliability of firm performance. Administrative Science Quarterly, vol. 47, pp.70-91.

Stone, B and Vance, R 2009, Apple’s obsession with secrecy grows stronger, The New York Times, June 22: B1.

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