Corporate culture and national identity
For people operating business in the 21st century the meaning of corporate culture and national identity must be very clear, although this two share some characteristics
National identity is shared by the members of the same society, passed on from parents to their children, and comprises things such as food, clothing, way of perceiving things, attitudes and values. Every organization present in a nation is affected by the national identity and must adapt its own set of rules and ways of doing things in order to avoid having opposite ideas.
Organizational culture must be neutral; it should be based on pillars that encourage efficiency, good customer relationships, team work, leadership and respect to others and their ideas no matter how different they are. There are always going to be differences and this must be embraced, taking the best of each culture and mixing them in such a way that they are accepted by everyone.
This mixture of culture, values, traditions, ways of doing things and so on, can bring an organization all the knowledge required to succeed in the international business arena.
But managers have to prepared and must know how to deal with all the different national identities and subcultures present in the organization otherwise they will translate into disequilibrium, chaos, disorganization, inefficiency and clashes between the members.
There are examples around the world that demonstrate to us that when changes are introduced followed by training, constant information updates, activities and incentives that create a sense of belonging, the change of attitude by the members of the organization is almost immediate.
To cite an example:
"This case study feature sets out to describe how a global manufacturing business, TMD Friction, changed its corporate culture and became a much more successful business over a 12-month period through the implementation of a change management program with people policies at its core. The paper explores the change program that was devised and implemented by Quest Worldwide, an international management consultancy. The program started with strategy workshops for leadership teams followed by extensive management development and workforce training. The changes in behavior and practices were sustained with an organizational review process. Numerous examples of a change of culture are evident and the company met demanding performance targets."
Smith S, Couth C. 2009. Strategic HR review. ISSN:14754398
http://proquest.umi.com/pqdweb?did=1627802521&sid=7&Fmt=2&clientId=65927&RQT=309&VName
Organizational culture must be neutral; it should be based on pillars that encourage efficiency, good customer relationships, team work, leadership and respect to others and their ideas no matter how different they are. There are always going to be differences and this must be embraced, taking the best of each culture and mixing them in such a way that they are accepted by everyone.
This mixture of culture, values, traditions, ways of doing things and so on, can bring an organization all the knowledge required to succeed in the international business arena.
But managers have to prepared and must know how to deal with all the different national identities and subcultures present in the organization otherwise they will translate into disequilibrium, chaos, disorganization, inefficiency and clashes between the members.
There are examples around the world that demonstrate to us that when changes are introduced followed by training, constant information updates, activities and incentives that create a sense of belonging, the change of attitude by the members of the organization is almost immediate.
To cite an example:
"This case study feature sets out to describe how a global manufacturing business, TMD Friction, changed its corporate culture and became a much more successful business over a 12-month period through the implementation of a change management program with people policies at its core. The paper explores the change program that was devised and implemented by Quest Worldwide, an international management consultancy. The program started with strategy workshops for leadership teams followed by extensive management development and workforce training. The changes in behavior and practices were sustained with an organizational review process. Numerous examples of a change of culture are evident and the company met demanding performance targets."
Smith S, Couth C. 2009. Strategic HR review. ISSN:14754398
http://proquest.umi.com/pqdweb?did=1627802521&sid=7&Fmt=2&clientId=65927&RQT=309&VName
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