Corporate Culture and Strategy in an Organization-Free-Sample

Question: Discuss about th Corporate culture, structure and strategy. Answer: E-learning Activities Corporate Culture and Strategy After carrying out the activity on corporate culture and strategy, some important lessons were learned in relation to business. Corporate culture focuses on the professional values an enterprise adopts that direct how it communicates with workers, partners, suppliers and consumers. The mission system of a business is a synopsis of how the company perceives its responsibility and the persuasions it uses to achieve its objectives. Subsequently the corporate culture is a motivation on how the business works together, it affects the creation of business methodology. There exists four types of corporate cultures namely hierarchy, clan, market, and adhocracy (Root, 2015). Each of these cultures is based on the history and objective of the corporation. Secondly, the activity helped to identify corporate cultures that inhibit the development of business strategies. While culture refers to how a group of people or a company conducts its activities, such mannerisms may later affect the designing of methodologies. Taking the example of Zappo, that bribes employees to quit their previous jobs, it may be challenging to nurture an organizational culture that upholds employee loyalty for such a firm. On the other hand, Toyota has implements the seven dimensions of corporate culture to build good organizational culture. While it is important to nurture and maintain an organizational culture, it does affect the strategies that are developed by the corporation. A culture web is a developing approach that aids companies to align their culture with their goals and strategies (Myatt, 2012). Following the e-learning activities of this week, some of the ideas and lessons learnt could be applied on a personal and an organization level. On a personal experience, challenges have arisen in trying to identify the culture that I should relate. What is culture to me is not always culture to another, therefore, rising a dilemma. However, after this activity, some ideas were brought into better focus. First, culture is the way people do things. It is not a definite explanation rather whose boundaries are drawn by the society. Thus, my culture is how I carry out tasks. Secondly, on a business perspective, the culture that an enterprise adopts affects how the development and implementation of strategies. In the future, I wish to explore entrepreneurship. The relationship between corporate culture and strategy will be a fundamental element to focus. How does this activity relate to an organization I know? Taking Walt Disney as an example, the corporation has merged two corporate cult ure, market and clan, to ensure that the overall organizational culture aligns with its objectives. The two culture relate to internal and external relationships. Disney focuses on both its employees and internal structure as well as its external relations such as customers and suppliers. By doing so, it has strived to maintain a balance between corporate culture and strategy (Bort, 2017). Structure and Strategy Following the lessons from this activity, I comprehended that a corporate strategy is its planning for the entire corporation that sets out how the firm will employ its real assets.it is an organization of activities for attaining particular goals and remaining in great stead with clients and suppliers. On the contrary, a firms structure relates to the way the functions and units of the business fit. For the company to deliver its designs, the procedure and the structure should be aligned. As it were, hierarchical arrangement is a definition used to feature the method an organization ponders progressive system, relegates errands to faculty and sureties its workforce works willingly to achieve a shared goal. The objective is to evade task overlap and employee disarray, with regards to forming a solid structure for long-term efficiency. Task overlap is a situation where at least two staff members carry out similar assignments in different divisions leading to higher costs. This builds confusion and contributes to lack of accountability and inefficiencies (Olins, 2010). While structure is important, it does not always precede strategy. This is because an organization, especially during incorporation, sets up strategies then identifies structures that are aligned with the objectives (Kim and Mauborgne, 2009). Nonetheless, after incorporation most strategies are developed to suit the existing structure. Holacracy is a system that distribute the responsibility of decision-making to different levels of the command chain. Given the structure, culture and strategy, an organization has to align these three factors to achieve its goals (Zheng, Yang, McLean, 2010). According to this activity, I identified that the structure and strategies of a company should be aligned to avoid confusion and improve productivity. On a personal level, these ideas are important. Individually, setting up a plan on how to achieve personal goals based on the current situations is important. The structure determines how the strategies designed will be implemented following the existing resources. It also ensure that I improve on productivity and maintain accountability. On an organization, this develops to a higher level. For example, Coca-Cola, is a multinational company whose objective is to be the leading beverage supply. Since it has a developed structure, it has designed its strategies to fit this structure and achieve its objectives. All it business functions, particularly marketing, finance and production, are integrated to ensure that its main objective is attained (Businesscasestudies.co.uk, 2017). Conclusion After carrying out the two e-learning activities, two basic aspects of an organization are important. These are culture and structure in relation to strategy. The former refers to how the company conducts business and its relations with the internal and external stakeholders. It affects its public image and the motivation of its employees. While culture can be aligned to fit the strategies, it is not always the case with structure. The latter integrates different cultures to attain objectives and most strategies relate to the organizations culture. References Bort, J. 2017. The 25 Most Enjoyable Companies To Work For. [online] Business Insider. Available at: https://www.businessinsider.com/25-best-corporate-cultures-2014-8?IR=T/#-18-usaa-8 [Accessed 18 Aug. 2017]. Kim, C. and Mauborgne, R. 2009. How Strategy Shapes Structure. [online] Harvard Business Review. Available at: https://hbr.org/2009/09/how-strategy-shapes-structure [Accessed 18 Aug. 2017]. Myatt, M. 2012. Forbes Welcome. [online] Forbes.com. Available at: https://www.forbes.com/sites/mikemyatt/2012/05/29/culture-vs-strategy-whats-more-important/#66feee5d72f0 [Accessed 18 Aug. 2017]. Olins, W., 2010. Corporate identity: Making business strategy visible through design. Harvard Business School Pr. Root, G. 2015. The Impact of Corporate Culture on Business Strategy. [online] Smallbusiness.chron.com. Available at: https://smallbusiness.chron.com/impact-corporate-culture-business-strategy-21891.html [Accessed 18 Aug. 2017]. Businesscasestudies.co.uk. 2017. The relationship between strategy and structure - Creating an effective organisational structure - Coca-Cola Great Britain | Coca-Cola Great Britain case studies and information | Business Case Studies. [online] Available at: https://businesscasestudies.co.uk/coca-cola-great-britain/creating-an-effective-organisational-structure/the-relationship-betweenstrategy-and-structure.html [Accessed 18 Aug. 2017]. Zheng, W., Yang, B., McLean, G. N. 2010. Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business research, 63(7), 763-771.