Mergenthaler mgm 260 1101b-02 ph1 ip

2. Overview  Corporate Values– What are corporate values?  Culture– What type of culture do we share?  Organization  Evaluating the skills  Organizational theories  Conclusion

3. Corporate values  Our views  Our opinions  Our strategies  Quality  Reliability  Safety  Innovative

4. Culture of a Company What is culture within a company? •Strong Culture •Weak Culture Stories •Organization Founders •Reaction to past mistakes •Company history Rituals •Series of events that express and reinforce the companies goals, and principles. Symbols •Dress code •Layout and design •Office size •Company outings Language •Terminology used around the company such as Head = bathroom How is culture learned?

5. Organizational Structure Past  Traditional  Functional Present •Matrix •Teamwork Mr. & Mrs. Jones Sales Team Marketing Team Internet Division Team

6. Evaluating the Skills and Talents

7. Organizational Structure Theories Classical  Scientific  Bureaucratic  Administrative Neo-classical • Systems • Socio-technical • Contingency

8. Classical Organization  Scientific Management  Bureaucratic  Administrative

9. NeoClassical Organization  Systems  Socio-Technical  Contingency

10. Where we stand Employee of the month recognition Frequent reviews Open door policies Freedom of employees Innovation Continuous improvement

11. 1995 Auto Sales, INC

12. References Organizational Theories. (1997). Retrieved from http://www.fao.org/docrep/w7503e/w7503e03.htm Robbins, Stephen P. , Coulter, Mary. 2009. Management, Tenth edition. Pearson Prentice Hall. Pearson Education, Inc. Upper Saddle New River, New Jersey.

Editor's Notes

The following presentation will help to further your understanding of corporate values. What they are, and what values 1995 Auto Sales, Inc stands by. We will take a look at culture within the company and how we work as a team. This show will also introduce you to the organizational structure in which 1995 Auto Sales operates by. We will discuss the techniques to be used for evaluating our current staff as well as the staff of the future. After looking into the several organizational theories, we can pinpoint exactly which theory 1995 Auto Sales, Inc follows.
What is it that makes 1995 Auto Sales, Inc superior to any other auto company in the world? For that matter what makes any company better than another? The answer is corporate values. Corporate values make up the distinguishing features that can make or break a company. Corporate values are sometimes the unwritten philosophies, governing the company’s, as well as the employee’s relation with its consumers and partners. Oftentimes, the company’s values are stated in their logos (Robbins, Coulter, 2009). What comes to mind when you hear the name 1995 Auto Sales, Inc? Do you think quality cars, reliable cars, safety, innovative? These are just some of the terms that make up our corporate values. Because our employees believe in our values, as well, and keep these ideas in mind, we are better able to provide the services our clients expect from us. Our values, just like any corporate value, are shared by the employees. Statistics have shown us that production is greatly increased when the team shares a series of values and beliefs with their company. When the employees shine, so does the company.
One of the many reasons 1995 Auto Sales, Inc shines is because of our superior belief in safety and right fit, or, our personality as a company. Just as people form a culture within a community, a company creates a culture within its walls. In any work environment, behavior is attuned to the attitudes and behaviors commonly associated with the facility. A company’s culture can be viewed in the wardrobe of its’ employees, the history, the terminology used in everyday inter-office communication, the behavior of employees, and so on. It basically contributes to the company’s “personality.” When we look at the culture of a company, we see either a strong culture, or a weak culture. Strong cultures indicate that the practices of that company are deeply held and widely shared. In general, strong organizational cultured companies fair better than those with weak cultures. Employees tend to feel more secure when working in a company that has strong culture, and reflect the approval of the culture in their behavior. Unlike a weak culture, the message conveyed through a strong cultured organization are very clear and consistent. A company’s culture is learned throughout the lifetime of the employee. Most culture is reflected in stories told by managers to subordinates. The stories usually include the founding of the company, past mistakes made, and reactions to those mistakes. Other ways in which employees learn culture is through rituals. Rituals are the series of events, sometimes games or challenges, that express the company’s goals, and principles, while reinforcing them. Symbols found throughout the company, such as dress code, office size, facility layout, and company outings, also contribute to the personality of the company. In these aspects, we see how people feel about working for their company. Finally, the lingo. Language is a tool that creates a culture unintentionally. In the navy, the term “head” is used to signify the bathroom. The auto industry is laced with terms like these that can sometimes contribute negatively on our company. The term shark is brought to mind when thinking about auto sales in general. It is our job to separate ourselves from the rest of the sharks. We separate ourselves by incorporating a valuable culture and letting that wholesome and innovative culture spill over to our employees and clientele. (Robbins, Coulter, 2009) At 1995 Auto Sales, Inc our personality is reflective of our beliefs. As I have been charged with training management, I have been made aware of this company’s culture. Teamwork is the blood line to this company. We want to awaken the creative potential of every employee, and use it to produce innovative techniques and strategies for new sales. What sets us apart from the other car dealers is our promise to safety. Safety for us and safety for the consumer. When we sell a car, it’s because we believe it is the right fit for that person. One of the big stories we tell around here is Mr. Jones’ big sale. A week of zero sales, and on the last day, he sold 10 passenger vans to a church choir. Not only was the buyer satisfied, but Mr. Jones sold $6,500 over expected quota for the week.
Through the hard work of Mr. Jones, a firm company was started. As with any company, how you structure it, or organize your managers will greatly impact your success. In looking at the varied structured types, you must find which fits the needs of your company the best. We have grown as a company--driven by traditional operations where functions were the primary focus--in to a structured, incorporated organization. As our ways have progressed, so has our method of operation, and our structure. While as individuals, we are all unique and important to the survival of this company, Auto Sales, Inc tries to focus more on the team. We have taken the historical traditional approach set forth by Mr. Jones, and we have restructured the company into a matrix. We are grouped into teams that communicate with each other. We share thoughts, facts, and other important items. Our goals are more unified, and we have created an opportunity for future growth by employing the skills of our employees.
In the creation of the matrix structure, it is necessary to find out exactly what skills your employees bring to the table. In our field of work there are a certain set of skills necessary to sell cars with a purpose. To find these skills, it may be necessary to run certain tests on the team. If knowledge truly is power, than a simple test of knowledge should suffice. However, other methods formulated for evaluating the talents of our work force include surveying, and creating a job assessment. The latter allows the employee to consider their own work performance. This may give insight to the employee to see where they are strong. The benefits that arise from assessing the field of employees range, but above all, it better prepares you to create the organizational model in which your company will follow.
Because of the ever changing business world, it is growingly important to alter our own methods as well. In the sense of organizing and structuring our company, we have recognized systems that work, and systems that work best. Theorists have defined several theories of organization in their attempt to sociologically break business down. In a classical organization, we are looking at scientific management, bureaucratic management, and administrative. Whereas, more modern adaptations have concluded to a socio-technical, systems, or contingency approach to management. When considering how the company will perform, having your ducks in a row is equivalent to owning a well-oiled machine (Organizational, 1997).
In its attempt to produce efficiently, scientific organization has heavy concentrations in the area of evaluating employees for placement. There is a strong sense of trust between the manger and the employee for each to do as expected by the other. In a bureaucratic organization, there is more of a say on the behalf of employees by the employees. While with an administrative approach to organization you have a formalized plan of action, and training modules to create a strong employee (Organizational, 1997).
Neoclassical organization recognizes the strong need for an organization to change with its changing environment. In this growing theory, we look at the systems approach as a functional structure, or a structure that narrows in on the processes and goals involved in the formation of the organization. However, in the socio-technical management structure, we have a recognition of the community that is formed within the business or organization itself. The focus of the employee may be to function as well as to interact among a formed social community. Unlike any of those previously mentioned, the contingency approach harbors a more mutually beneficial structure. Certain aspects are necessary for a certain organization to exist. This could be as easy as understanding that there is someone to give money, and someone to take money. Because they exist at the right place and the right time—they have a relationship or organization (Organizational, 1997).
1995 Auto Sales, Inc has invested into itself over the years. However, the best investment it made was with its ability to adapt. Because we have hired and continue to hire new individuals with vast ideas, we have chosen to organize ourselves bureaucratically. Our employees are encouraged to speak their mind and interact with others outside of their department. Through employee of the month recognitions, frequent reviews and open door policies—the freedom of the employees truly shines through in their innovative ways of selling. As a company, we strive to continuously improve our methods, by listening not only to our consumers, but to our employees.
As the future of 1995 Auto Sales, INC progresses, so will its team of enthused dealers. By understanding the values and goals set in place by Mr. And Mrs. Jones, our managers can set the right tone for our employees. Culture is being established daily, and should continue to reflect our views on teamwork, and inspiring our staff. As we change with the changing times, our company can respect it’s traditional history and move into the future, bureaucratically with innovative ideas.

Mergenthaler mgm 260 1101b-02 ph1 ip

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Editor's Notes