Assessment 3 MGMT901 - Essay Example

Nestle culture Introduction The media press release discusses Nestle employment practices that saw the company named as the most inclusive employer in European Diversity Awards (Roberts, 2014). The magazine article highlights that Nestle has implemented work around disability in its employment policies. Organisations will benefit from culturally inclusive workforce since employees feel more appreciated and valued by the company (Hill & Jones, 2009). Nestle is committed to its business principles that act as the foundation of Nestle culture that has developed for more than 140 years.

Culture entails the belief systems, values, norms and specific human behaviours that distinguish one society from the others (Hill & Jones, 2009). The national culture influences the organisational culture, but organisations form their unique culture depending on their particular business strategy, structure and experiences in the market (Hill & Jones, 2009). Nestle cultural values Nestle culture emanates from the organisation’s mission that aim at ‘Good food, Good life’ (Hill & Jones, 2009).

The mission has guided Nestle in providing nutritious and tasty foods and drinks for any occasion from morning until night. According to Hofstede culture model, Nestle culture has a low power distance since efficient communication channels and low hierarchy allows for redistribution of power within the company (Hill & Jones, 2009). The company has a easy-going work environment that allows for informal dress code, flexible working schedules and less supervision. Accordingly, Nestle is innovative and employee oriented as evidenced by the numerous research and development initiatives and equitable employment policies (Hill & Jones, 2009).

Nestle commitment to philosophy of healthier diets and drinks The company is committed to enhancing consumers’ nutrition, health and wellness through offering healthier diets and drinks (Nestle 2014). The company supports basic human rights and work-related safety standards in order to enhance the welfare of their employees. Nestle’s ‘Good Food, Good Life’ philosophy is a demonstration of the company’s commitment to healthier population around the world. The press release highlights that Nestle is among ‘top food and beverage firms that have stopped advertisement and promotions targeted at children below 12 years’ (The Economic Times, 2014).

The corporate culture entails values of honesty and integrity in interactions with all stakeholders including suppliers, subcontractors and agents (Waddell, Jones and George, 2013). Nestle leadership According to GLOBE (global leadership and organisational behaviour effectiveness) research conducted in 1991 by Robert, cultural values and norms influence leadership styles and organisational with right culture such as Nestle will benefit from visionary, integrity and team-oriented leadership (Waddell, Jones and George, 2013).

Nestle has a performance and participative oriented leadership that inspires the corporate vision and encourages the subordinates to participate in decision-making. Nestle executives are innovative and can delegate task to subordinates due to the culture of individual performance and high-standards perceptions among the juniors (Waddell, Jones and George, 2013). Schein model of cultural dimensions at Nestle Schein model of culture outlines three dimensions of culture that are evident in organisations (Waddell, Jones and George, 2013).

The first and outer level of culture is the artifacts and symbols that consist the visible and tangible elements such as logos, structure, corporate dress and architecture in the company. Nestle has an informal dress code and stylish arrangements in their offices. The company logo portrays the company’s rich history in providing quality drinks while the language symbolises the informal nature of conversations within the company (Waddell, Jones and George, 2013). According to Schein, the middle layer of organisational culture consists of the espoused values.

Some of the espoused values that form part of Nestle culture include the respect for openness and diversity, continuous improvement in order to attain excellence, integrity, honesty, and cooperation (Waddell, Jones and George, 2013). The company’s work environment is energetic and collaborative and employees are encouraged to share their successes and challenges with colleagues. The third and inner level of culture is the basic underlying assumptions that are deeply embedded in the organisation and consists the unconscious behaviour that influences interactions in the organisation.

Some unconscious behaviours include the internal drive to succeed, honesty, and efficiency that allows employees to remain committed to the company mission (Waddell, Jones and George, 2013). Nestle has strengthened its culture through the human resource management practices, the strategy, leadership style and socialisation (Waddell, Jones and George, 2013). For instance, the HR policies promote equality of opportunities and enhance diversity through increasing the number of disable employees.

The rewards are liked to performance and employees have the opportunity to attain self-fulfillment through exercising creativity in their workplaces. Accordingly, the senior managers delegate authority and responsibility and power is shared among the various levels within the structure (Waddell, Jones and George, 2013). Methods of instilling cultural values at Nestle Nestle managers act as role models and coaches to the subordinates and all training programs at the company aim at instilling the cultural values of collaboration, and creativity.

Nestle has a transformational leadership style that nurtures talented workforce in order to remain competitive in the industry and ensure shared value for both the shareholders and society (Waddell, Jones and George, 2013). Nestle corporate strategy has articulated and reinforced the core values and beliefs of the organisation through fostering design of health conscious products and looking at the welfare of the society (Waddell, Jones and George, 2013). The corporate mission, vision and values are well-documented in company strategy plans .

The tangible elements of the strategy such as smart office blocks and casual dressing reinforce the flexible and innovative aspects of the organisational culture (Waddell, Jones and George, 2013).Nestle has used socialisation as a means of fostering its strong organisational culture. The company encourages informal communication and holds various events, and ceremonies that enhance the expected behaviours. The company holds regular team meetings, departmental meetings, end-of the year corporate parties and regular training events that aim at socialisation and instilling the culture to all employees (Waddell, Jones and George, 2013).

Grid-group theory outlines four dimensions of culture that can be used in determining the particular country culture. According to the theory, Australia has a competitive individualism culture and Nestle corporate structure is weak and flexible (Waddell, Jones and George, 2013). Conclusion Culture forms part of the informal organisation and is evidenced by the attitudes, beliefs, values and behaviours that influenced interactions among members of the organisation and the outside stakeholders.

Nestle culture is an essential part of the organisation since it defines the interactions within and outside the organisation. Nestle culture also conveys the organisational identity and enables employees to remain committed to the organisational mission. Nestle corporate culture has acted as a facilitator of culture and diversity within the workforce. Reference list: Hill, C & Jones, G. (2009). Strategic management theory: an integrated approach. New Jersey: Cengage Learning. Roberts, H. 2014. “Nestle named most inclusive employer at European Diversity Awards’, HR Magazine UK, Accessed on 24th October, 2014 http://www.

hrmagazine.co.uk/hro/news/1147195/nestle-named-inclusive-employer- european-diversity-awards. The Economic Times. 2014. ‘Responsible marketing: Food giants to stop targeting kids in ads and promotions’ The Economist Times, Accessed on 24th October, 2014. http://articles.economictimes.indiatimes.com/2014-09-24/news/54279544_1_product- placement-mondelez-india-promotions. Waddell, D., Jones, G.R and George, J.M. (2013). Contemporary management, 3rd Edition: MacGraw-Hill Education, North Ryde.