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Comparing Organizational Culture: Nestle vs. Kraft - Research Paper Example

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The work explores the notion of an organizational culture. It focuses on key characteristics of any organizational culture. At the same time, it provides the comparison of the ways two companies, Nestle and Kraft, are run…
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Comparing Organizational Culture: Nestle vs. Kraft
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"Comparing Organizational Culture: Nestle vs. Kraft"

Download file to see previous pages The study present a thorough analysis of the managerial notion of an organizational culture. The author discusses such components of an organizational structure as 1) honesty, trust, loyalty; 2) team work and cooperation; and 3) innovation (curiosity and openness). Some special attention is given to the methods of developing trust within the company. As for loyalty, its value in modern organizations has been reduced. The writer explains why team work and cooperation are beneficial for companies. Team work development helps with increasing competition among employees and improving cooperation for achieving the targets set by the organization. As innovation is a key element of organizational culture, the paper demonstartes what targets the organiation can achieve through innovation. The author emphasizes that innovative schemes cannot be developed unless the organization involved is open to such initiatives, meaning that the organizational culture allows changes at all levels of the organization’s operations. The abstract gives some practical information on the way these components are worked on in the real life. The research shows similarities and differences in organizational cultures of two famous companies, Nestle and Kraft, providing some deep comparison of each component of their organizational structures. The work is of interest for people looking for examples of how to implement theories about organizational structures into practice....
1c. Innovation (Curiosity & Openness) Innovation is a key element of organizational culture. In fact, through innovation the organization can achieve two different targets: ‘it can explore its existing knowledge and it can also exploit new capabilities’ (Salama 2). In both cases, the organizational performance will be increased, either in the short or the long term. However, innovative schemes cannot be developed unless the organization involved is open to such initiatives, meaning that the organizational culture allows changes at all levels of the organization’s operations. On the other hand, Schermerhorn (2011) notes that innovation can be achieved only by closely reviewing the organizational culture and by adopting an appropriately customized management philosophy which ‘links collaboration issues with important goals’ (Schermerhorn 365). From a similar point of view, Herzog (2010) notes that innovation is based on organizational culture but it should rather be developed independently; it is suggested that an innovation culture is developed as ‘subculture of the corporate culture’ (Herzog 58). The culture of this type is also know as ‘organizational culture of innovation’ which ‘supports and encourages the use of innovative intelligence by individuals and teams’ (Weiss et al. 201). In any case, innovation cannot be achieved unless the relevant initiatives are combined with effective leadership strategies (Grandstaff 2009) 2. Similarities in organizational culture of Nestle and Kraft 2a. Honesty, trust, loyalty The promotion of honesty, trust and loyalty seems to be of key importance for both organizations. Indeed, in ...Download file to see next pagesRead More
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