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2 student responses to the given slides

Open Homework Posted by: mark2106 Posted on: 10/09/2020 Deadline: 7 Days

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Student Response #1

  • Slide #22 - As we explore global operations, the notion no a union will play a crucial role. Please review the slide and let me know if you believe, in a cultural context, a union can have an impact?

Student Response #2

  • Slide #23 please read and comment on the Ethnocentric quote. Also, please review the Cultural Policy for Mystique Cosmetic from an HR perspective and comment. 

Open Homework

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Attachment 1


Mystique Cosmetics, Inc. Corporate Culture Policy

We at Mystique Cosmetics passionately believe that every employee has the right to access and excellence in our diverse  culture, and to pursue the means of fulfilling whatever talents may be within them.     We must  all work  towards  a more  equitable  cultural  provision  for  people  regardless  of  their  gender,  age,  ethnicity,  where they live or what their respective background is. Employee rights must be balanced with responsibilities – sharing  cultural experiences and releasing talent should be part of our national enterprise; it is after all everyone’s business.   A healthy culture is one where everyone is actively engaged – it’s about people and the difference engaging in cultural  activity can make to their life.    Collaboration, co‐operation and co‐ordination are strengths we must  learn to maximize  in everything we do. Mystique  Cosmetics defines the vision, values and organizational principles for our staff in hopes of promoting the overall welfare  of all employees.     Should any employee feel otherwise or encounter an action that contradicts this statement, you are urged to bring this  matter to the attention of the Department of Human Resources or to utilize the Whistleblower hotline!    Thank you,    Ray Dunne  President & CEO  Mystique Cosmetics 

Attachment 2


Diversity & Global Issues in the Workplace

CHAPTER 3 ORGANIZATIONAL CULTURE

• How does a little company headquartered in Bentonville Arkansas become one of the largest retailers in the world with more than $288 billion in sales? (Wal-Mart)

• How does a company selling a commodity product grow from $122 million in sales to more than $5 billion in slightly more than a decade? (Starbucks)

• How does a small company with the cards stacked against it and whose original business plan was written on a napkin grow into a key player in its market? (Southwest)

• How does a company with a dominant market position (more than 42% market share) fall from grace over a period of 20 years? (General Motors)

The Answer is Corporate Culture: The Invisible Asset (Or Liability!)

CORPORATE CULTURAL ENIGMAS

What is corporate culture?

Corporate culture is a manifestation of the informally sanctioned corporate attitude.

It is often referred to as  “Organizational DNA” or the

“Organizational Soul.”

It is a fundamental contributor to the success or failure of corporate

strategies.

• A leader’s vision, policies, and actions

• Influential individuals or work groups

• Policies & Procedures (Careless, lax, or unclear)

• People management philosophy (ignoring employee harassment)

• Employee work-ethic (hire for attitude; train for skill)

• Organizational policies (no gifts from suppliers, casual Fridays, etc.)

CULTURE CAN EVOLVE FROM..

Physical Structures

Rituals/ Ceremonies

Stories

Language

Beliefs

Values

Assumptions

Artifacts of Organizational Culture

Organizational Culture

Elements of Organizational Culture It’s here we truly learn

about culture

VALUE DRIVERS FOR COMPANIES & STAFF

When surveyed, here were the results for what are the most important value drivers within U.S. Companies:

Corporate Culture: 48%

Strategic Planning: 41%

Operating Plan: 33%

CEO: 30%

Brand Marketing: 20%

ORGANIZATIONAL CULTURE Personality of a Company: values, beliefs, assumptions, principles & myths

Academy Culture: • employees highly skilled & high retention • good promotion activity • stable environment

Baseball Team Culture: • employees are “free” agents • fast paced & high risk environment

Club Culture: • important to “fit” in • promote from within & value seniority

Fortress Culture: • usually undergoes re-organization • employees question stability

Kaizen Culture • continuous improvement striving towards goals & objectives

Competitive Culture (Sun Tzu “Art of War”) • philosophy of people • unity & focus

FUNCTIONAL ORGANIZATION

VP Research and Development

VP Research and Development

VP Operations

VP Human

Resources

VP Finance

VP Marketing

CEO

ADVANTAGES OF A FUNCTIONAL ORGANIZATION

• Employees are grouped by their knowledge and skills, which helps achieve the highest degree of performance. • Their roles and responsibilities are fixed, which facilitates easy accountability for the work. • The hierarchy is very clear and employees don’t have to report to multiple supervisors. Each employee reports to his or her functional manager, which reduces the number of communication channels. • Employees feel secure, and therefore, they perform well without fear. • Since there is a sense of job security, employees tend to be loyal to the organization. • Employees have a clear career growth path. • Cooperation and communication are excellent within the department. • Often experiences a positive Culture

DIVISIONAL ORGANIZATION CEO

Head of Operations

Head of R&D

Head of Human

Resources

Head of Finance

Head of Marketing

V.P. Product/Service

Area 1

Head of Operations

Head of R&D

Head of Human

Resources

Head of Finance

Head of Marketing

V.P. Product/Service

Area 1

Head of Operations

Head of R&D

Head of Human

Resources

Head of Finance

Head of Marketing

V.P. Product/Service

Area 1

Advantage of a Divisional Organizational

• Accountability. This approach makes it much easier to assign responsibility for actions and results. In particular, a division is run by its own management group, which looks out for the best interests of the division. • Culture. You can use this structure to create a culture at the divisional level that most closely meets the needs of the local market. For example, a retail division could have a culture specifically designed to increase the level of service to customers. • Local decisions. The divisional structure allows decision-making to be shifted downward in the organization, which may improve the company's ability to respond to local market conditions. • Multiple offerings. When a company has a large number of product offerings, or different markets that it services, and they are not similar, it makes more sense to adopt the divisional structure.

BUREAUCRATIC CULTURE: ATTRIBUTES

 Long-term concerns are predictability, efficiency, and stability

 Members value standardized goods and services

 Managers view their roles as being good coordinators, organizers, and enforcers of written rules and standards

 Tasks, responsibilities, authority, rules, and processes are clearly defined

CLAN CULTURE: ATTRIBUTES  Members understand that contributions to the

organization exceed contractual agreements

 A clan culture achieves unity with a long and thorough socialization process

 Members share feelings of pride in membership, as well as feelings of personal ownership of a business, a product, or an idea

 Peer pressure to adhere to important norms is strong

 Teamwork, participation, and consensus decision making

ENTREPRENEURIAL CULTURE: ATTRIBUTES

 There is a commitment to experimentation, innovation, and being on the leading edge

 This culture does not just quickly react to changes in the environment—it creates change

 Effectiveness depends on providing new and unique products and rapid growth

 Individual initiative, flexibility, and freedom foster growth and are encouraged and well rewarded

MARKET CULTURE: ATTRIBUTES

 Contractual relationship between individual and organization

 Independence and individuality are valued and members are encouraged to pursue their own financial goals

 Does not exert much social pressure on an organization’s members

 Superiors’ interactions with subordinates largely consist of negotiating performance–reward agreements and/or evaluating requests for resource allocations

 Has a weak socialization process

HOW DO YOU MEASURE AN ORGANIZATION’S CULTURE

Workplace Survey (see slide #15 for sample questions) • Employee Satisfaction – specific (i.e. benefits, policy)

• Climate Survey – more general in nature

Orientation • Company culture must be the centerpiece during on-boarding

process. Can instill values & beliefs

Employee Adjustment Meetings • Company’s should meet with employees who just completed their

probation period. Why? You can find out a great deal of information from this employee

Examine Turnover Rate • Reviewing turnover rate allows you to see why employees are

leaving. Was it the culture? Management? Pay rate? Benefits? Competitor poaching? You can make changes accordingly.

CULTURAL SURVEY QUESTIONS? 1. How happy are you at work?

2. Would you refer someone to work here?

3. Do you believe in our Brand?

4. Do you know our Mission Statement?

5. Do you have a clear understanding of your career path?

6. Can you rate your work/life balance?

7. Does the company communicate enough to employees?

8. Do you feel valued at work?

9. If you were to be given the chance, would you reapply for your current position? (a personal favorite of mine)

10. Do you know who our CEO is?

11. Have you ever met the head of your department?

12. Hypothetically, if you were to resign, what would be your primary reason?

13. Do you believe that we are an employer of choice?

14. If you could change one aspect of work-life here, what would it be?

ORGANIZATIONAL CULTURAL PARADOX

BLAME CULTURE vs. LEARNING CULTURE

Amazon has the ability to make you feel like you are part of something special. Your contributions make a

difference. You partner with employees all over the globe. So,

why do I want to leave? So said quite a few Amazon employees. Let’s Look!

AMAZON: CULTURAL PARADOX

Fact: Net sales of 136b in 2016 Fact: Net Income of 2.3b in 2016 Fact: Year over year growth = 27% Fact: Most popular online store in the U.S. in 2016 Fact: Employs more than 341k employees Fact: Facilities in more than 18 different states

Fact: Ranked 2.7/5.0 for Work/Life Balance Fact: 3.1/5.0 ranking on Glassdoor Fact: Average length of time employee stays = 1 year Fact: FACE Website – employees air their grievances Fact: Amazon currently has 23 cases before the EEOC

ranging from sexual harassment, race/gender/disability discrimination

Only One Question Remains: WHY?

AMAZON: CULTURAL PARADOX

“Working at Amazon can be described as purposeful Darwinism” - Former HR Executive

“Where overachievers come to feel bad about themselves” - Former Operations Mgr.

“Wow I am so excited about performance review, said nobody ever” - Current employee

“It is not unusual to see people crying at their desk. The most frequent called number is to our EAP”

- Current employee

What does Amazon lack?

AMAZON: CULTURAL PARADOX

WHAT DOES AMAZON LACK?

1. Lack of Communication • Absolutely no “Information Richness” – poor channels of

communication and a lack of actual meaning in their communication has lead to low morale and turnover.

2. Hands-Off Leadership • We have heard of Laissez Faire…but Amazon is so far removed from

micro-managing, in a recent survey employees stated they spoke with their manager on work-related items on average 2x a week.

• GUYS – THIS CANNOT HAPPEN!!!

3. Too Fractionalized • No cross-functionality • No partnering departments

Result: Poorly viewed Corporate Culture and high Turnover

ORGANIZATIONAL POLITICS “Don’t be discouraged by organizational politics”

“Politics is how interests and influence play out in an institution” - Benjamin Franklin

Defined as: activities employee’s engage in to increase their power & use it to achieve their goals or overcome resistance or opposition

Formal Individual Power

• stems from a person’s position in company hierarchy

Informal Individual Power

• stems from personal characteristics

UNION vs. NON-UNION CULTURE UNION • Terms & conditions of employment and wages are addressed in

the collective bargaining agreement • Collective bargaining agreement articles over handbook • Represented by union & shop steward • Conflicts resolved thru mediation & arbitration • Collective Bargaining Agreement voted on by union members

NON-UNION • Terms & conditions of employment are derived per company

policy • Wages are at management discretion • Usually subject to higher increases & bonuses • Employees do not vote on handbook

STUDENT RESPONSE QUESTION Union Culture Question: How do you think a union can affect a

corporate culture?

ORGANIZATIONAL CULTURE QUESTION

STUDENT RESPONSE QUESTION

Given what we have read, learned and coupled with your experience,

as the workplace becomes more global, there is a statement,

“Ethnocentric companies, employ Xenophobic employees”.

1. IS THERE TRUTH TO THIS COMMENT?

Mystique Cosmetics, Inc. Corporate Culture

• CORPORATE CULTURE ADHERENCE POLICY REVIEW – Read and Comment!!!

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