Nowadays, the effectiveness and growth prospects of international companies directly depend on the development of internal corporate culture. After studying such aspects of the work of large organizations as the relationship between employees, the subordination system in the company, and employees’ attitudes and views on the development of the MNCs, Alfonsus (Fons) Trompenaars (Dutch organizational theorist, management consultant, and author in the field of ethics) states that the fundamental orientation should be on the personality and objectives of the company. Thereby, the scientist identified four types of corporate management culture, which received symbolic names: family, guided missile, incubator, and Eiffel Tower. 1. Family Culture The family type of culture is strictly hierarchical and focuses on the execution of instructions from leaders. The system as a whole is based on a paternalistic attitude: the initiative and efforts of subordinates should correspond to the leadership’s goals, but people do not call the functions Continue reading
Modern HRM
Donald Super’s Career Development Theory
Career theories are usually based on circumstances such as social, economical and environmental. The modern concept of career is a product of the industrial age. Traditionally, organizations would structure people’s career paths and lives. During these times, work was concentrated in employment, learning was concentrated in education and education gave way to employment. Career counseling was a concept introduced to the education systems to help individuals transit from one sector (education) to another. Continuous improvement in career was viewed as a lifelong process. Donald Super in 1953 shed light on this idea and proposed a theory. Holland in 1956 expanded on the psychology of personality in relation to career development and career choice. These two theories in particular and multiple others have included psychological and social aspects to the understanding of the career choices that people make. Career theories look at the complexity of career choice, adjustment and development. Donald Super’s Continue reading
Case Study of Disneyland: An Intermediary Between Diverse Cultures
Since the first of the Disney parks was founded in 1955 in Anaheim, California, Disneyland theme parks have often been referred to as the “happiest places on earth.” Disneyland’s are recognized worldwide for their joy-filled rides, playful atmosphere, and other amusement features. Various studies have shown that Disneyland has created multicultural amusement zones where people from diverse geographic and cultural backgrounds enjoy escapism and fairy-tale life. This description makes Disneyland an intermediary between cultures. Culture can be seen as shared beliefs, customs, values, behavioral patterns, and cognitive constructs among people belonging to a particular group. It defines the characteristics and knowledge of unique groups of people in aspects such as language, socialism, religion, cuisine, art, and more. While culture presents diverse characteristics among people of different origins, conscience plays a significant role in binding them within a larger society, allowing them to share unique experiences, beliefs, attitudes, values, spatial relations, Continue reading
Telecommuting – Definition, Management, Benefits, and Drawbacks
Meaning and Definition of Telecommuting Telecommuting is the practice of working from one’s home, or at a satellite location near one’s home, where employees use communication and computer technology to interface with internal and external stakeholders. The advent of telecommuting has changed the profile of the global workforce dramatically. The workers are no longer confined within the walls of the office. They are becoming more technologically savvy and work on flexible timings at remote locations. Telecommuting has been defined in many ways, but all such definitions are based on two concepts: the office is not the only place where work can be conducted; and secondly, information technology (IT) is necessary for telecommuting. Telecommuting is also defined as the case in which an employee is paid for work conducted at an alternative worksite, so total commuting time is reduced. The success of telecommuting is seen in the fact that the total Continue reading
High Performance Working (HPW) Approach to Organization Performance
Business leaders should implement powerful concepts in their organizations to meet employees’ needs and improve performance. The High Performance Working (HPW) approach is one of the concepts that can make a difference in a given organization. This approach has been embraced by managers to create and sustain High Performance Work Systems (HPWS). The Concept and Components of High Performance Working (HPW) According to the United Kingdom Commission on Employment and Skills, High Performance Working (HPW) focuses on the best strategies to manage organizations and empower employees to focus on every business objective. The implementation of the concept has been considered to maximize employee commitment, thereby delivering improved levels of performance. The model is designed in such a way that employees are guided and supported to put adequate efforts into their activities. Consequently, the workers utilize their competencies and ideas in an attempt to support the goals of the targeted organization. Continue reading
Case Study of Coca-Cola: Performance Management System (PMS) and Training
The growth of businesses depends on the strategic plans, goals, values, cultures, and norms implemented within a given institution. Multi-national companies like Coca-Cola have dominated the global markets for the past five decades based on adopting performance management and training principles in running activities since its inception in the beverage industry. The organization has an ongoing process of job clarification and open communications within the workspace, a decision that promotes the productivity of workers and the profitability of the firm at large. Performance management promotes coordination between managers and workers through an open-aided communication approach to achieve organizational objectives. Training employees to align with organizational strategic goals starts with clarifying job responsibilities, workplace expectations, developmental planning, and priority setting. Analyzing the strategies of planning, monitoring, developmental, rating, and rewarding employees at Coca-Cola exposes the impact of performance management systems in improving workers’ performance. The Current System in Coca-Cola Coca-Cola’s management values Continue reading