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25 views

Presentation1 (Autosaved)

Uploaded by

Bridget Arputharaj
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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ORGANIZATIONAL

ORGANIZATIONAL CULTURE
Organizational culture is a company’s
shared vision, values, symbols,
language, beliefs, and habits that
determine its priorities and guide its
decision-making. Organizational
culture is passed down through
history and socialized into new
members
Four culture orientations: clan
(teamwork and employee
welfare), adhocracy
(entrepreneurship, growth,
and innovation), hierarchy
(order, formalization, and
control), and market (goals,
tasks, completion of actions,
and outcomes)
Disney’s Businesses
The Walt Disney Company is a transnational entertainment company with
five business segments:
1) Media Networks
2) Parks and Resorts
3) Studio Entertainment
4) Consumer Products
5) Interactive Media
Be the leading global
producer/provider of
entertainment and
information

Make people happy


Treat each attendee as a valued guest, not an impersonal
consumer
“Smile factory”- Act cheerful whenever in front of the
public
Walt Disney would walk around the parks to
ask employees what they can do to improve
the parks. Employees like to be heard with
there ideas.
In the Disney company the
employees get rewarded on the
work that they do and how hard
there working every thing get
recorded in your record so other
managers can see too.

Employees like so see that there


work is being appreciated and
being seen by other. Having a
reward system works for The
Disney Company because
employees like to be appreciated.
Sam Walton's strategy was built on an unshakeable foundation: The Lowest
Prices Anytime, Anywhere. On July 2, 1962, Sam Walton opened the
firstWalmart store in Rogers, Ark. The Walton family owned 24 stores, ringing up
$12.7 million in sales. The company officially incorporated as Wal-MartStores,
Inc.
A unique spirit of
motivation and
involvement was
created within
the company by
giving people
responsibility,
trusting them,
and continually
monitoring their
performances.
Walton used to
drive an old
pickup truck
and share
budget-hotel
rooms with his
colleagues on
business trips,
even after the
success of Wal-
Mart.
Wal-Mart's "10-foot attitude" pledge is based on the
request to store a employee that: "I want you to
promise that whenever you come 10 feet closer of a
customer, you will look him in eye, greet him and ask
him if you can help.
The "Sundown Rule" - that every request no matter how big or small
gets same-day service-has become the basis for Wal-Mart's fast -
response management system.
Google created a
unique work
environment that
attracts, motivates,
and retains the best
players in the field.
Google was ranked as
the number 1 “Best
Place to Work For”
by Fortune magazine
This is not surprising if one
looks closer to how Google
treats employees. On their
Mountain View, California,
campus called the
“Googleplex,” employees are
treated to free gourmet food
options including sushi bars and
espresso stations.
In fact, many employees complain that
once they started working for Google,
they tend to gain 10 to 15 pounds!
Employees have access to gyms,
shower facilities, video games, on-site
child care, and doctors.
Google provides 4 months of paternal leave with 75% of full pay and offers $500
for take-out meals for families with a newborn. These perks create a place where
employees feel that they are treated well and their needs are taken care of.
Moreover, they contribute to the feeling that they are working at a unique and cool
place that is different from everywhere else they may have worked.
Google encourages employee risk taking and innovation. How is this done? When a vice
president in charge of the company’s advertising system made a mistake costing the
company millions of dollars and apologized for the mistake, she was commended by
Larry Page, who congratulated her for making the mistake and noting that he would
rather run a company where they are moving quickly and doing too much, as opposed to
being too cautious and doing too little.
This attitude toward acting fast and accepting the cost of resulting
mistakes as a natural consequence of working on the cutting edge
may explain why the company is performing much ahead of
competitors

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