Relationships Among Organizational Culture, Human, Resource Practices and its CEOs Leadership Style - Essay Example

However, it should be a representative of the views of the employee’s beliefs to encourage innovativeness and free will. The organizational culture is likely to be shaped by the Human Resources practices, the CEO and the leadership styles applied. For example if stern action is taken by the management due to specific behavior ,then everyone in the organization will follow a certain pattern either to adopt or avoid the occurrence depending on the outcome. The most influential person in the organization to set the organizational culture is the company’s CEO.

Although a CEO may come into a company long before its culture has been established, he/she has an upper hand in changing the way things are done in the organization. When mergers and acquisitions are formed, the organizational culture of the organizations involved in the merger is likely to be affected .In turn, this change will affect he effectiveness of the organization (Heller, 2007). Normalcy can be resumed after successful merger of not only the business side but the human resources which is directly related to the organizational culture of the new acquired business. . nducted during the transition, Joe Moeller stated that he had worked in the Petroleum and Koch industries for the last 39 years .

Although GP presented him with a total new playing ground, he was ready to take on the new roles to greater success encompassed on Koch’s culture “we will develop and leverage what we believe are the core capabilities of Koch companies and build a culture of principled entrepreneurship” (DeGross, 2006). During his leadership position in Koch, Moeller promoted an entrepreneurial culture that awards and develops superior performers in the organization. He believed in people rather than in systems.

In Koch, every single employee right from the top to the bottom enjoyed the right to share their opinion under his leadership. From this one can tell that Moeller was a people oriented and democratic leader. He believes in the capacity of every employee in helping the company achieve its goals. He practiced democracy because all employees were at liberty of questioning the status quo. Furthermore, he would easily interact with employees in the lower cadre a characteristic that a servant leader would exhibit.

Most of these leadership characteristic that he had were absent in the old G.P. To successfully change the old G.P’s culture to suit the Koch’s one, Moeller introduced entrepreneurial spirit that promoted a people oriented leadership. He did away with the bureaucratic ways of making decision and brought in a democratic and participative culture. He also promoted the free interaction among all levels of employees to exhibit a servant leadership style where junior employees would not fell intimidated by their seniors (DeGross, 2006).

GP’s HR policies worked along bureaucratic systems. The employees were accustomed to going through