This document provides an overview and analysis of Siddhanth Nair's advanced marketing seminars assignment, which includes research on organizational culture, brand culture, the sexualization of culture, and brands and ethics. The assignment examines how organizational culture influences brand culture and how visual communication tools like snapshots can represent brands. It also analyzes how culture has become increasingly sexualized and how this relates to branding. Finally, it discusses the relationship between brands, ethics, and codes of conduct.
Advertising works if planned and implemented effectively. It attracts customers, creates loyalty, and increases sales and profits. However, its effects are subtle and occur over time. Dramatic success is rare, and effective ads are creative, unique, and instill desire. While advertising influences consumer behavior through cognition, affection, and action, its impact is difficult to predict as consumer mental processes are dynamic. For advertising to be most effective, it must be targeted, informative, distinctive, and tested before large-scale implementation.
1. The document discusses branding principles for both products and services. It notes that while branding concepts are similar, operations differ as services are intangible, inseparable from their production, perishable, and heterogeneous.
2. The concept of brand equity is explored, including how brand loyalty, awareness, perceived quality, and associations build equity and competitive advantage. The Brand Resonance Model is described as a process moving from salience to resonance.
3. Service brands are discussed as having distinct characteristics and requiring new marketing approaches compared to traditional product-focused models. Building a strong service brand involves managing variability and focusing on technology, roles, and brand values to reduce stress on employees.
The document discusses innovation strategies of leading companies in software, internet, and other industries. It finds that these companies adopt radical approaches across the innovation value chain, such as allowing employees to spend 20% of work time on their own projects, using external ideas through open innovation, and rapid prototyping and beta testing. The document also notes that while Norwegian CEOs recognize the need to improve innovation performance, their companies face challenges across the innovation process from idea generation to implementation and measurement of impact. It concludes that organizations must master dimensions like culture, collaboration, processes, resources, and performance tracking to strengthen their innovation capabilities.
1) Innovation requires a strong research foundation, workforce training, competent research to develop applications, and an environment that facilitates bringing innovation to market.
2) A survey of Australian manufacturing found that innovation increases exports and GDP by producing more sustainable processes. It also helps reduce costs and encourage teamwork and consultation.
3) Innovation impacts the IT sector by developing new technologies and helping competitive strategies. Studies of Japanese and UK firms found that innovation allows for cost differentiation and developing variety to meet customer needs.
This document provides an overview and introduction to innovation management from a course taught by Marcos Lima. The course covers topics such as defining innovation, different types of innovation, models of the innovation process, and the importance of innovation. It discusses innovation as an integrated business process and introduces frameworks for understanding innovation at different levels from incremental to radical and disruptive.
This document defines organizational culture and describes its key elements. It discusses that culture is comprised of shared beliefs, assumptions, values and norms that shape group behavior. Culture is transmitted through socialization and exists when shared by most group members, passed between generations, and influences behavior. The core elements of culture include observable practices/symbols and deeper assumptions/values. The document then examines different types of organizational cultures like bureaucratic, clan, market, and entrepreneurial cultures and how they influence behaviors and performance. Finally, it discusses how strong, well-socialized cultures can enhance performance and satisfaction if a common style is developed and reinforced.
Organizational Culture Dynamics (Organizational Management)Manu Alias
A presentation on Organizational culture dynamics and it's characteristics, importance, role, types, etc. It also talks about the corporate culture and it's features.
This document discusses sustaining organizational culture change. It begins by explaining that culture represents how things are done in an organization and is an important driver of employee behavior. However, culture is intangible and changing behaviors across an organization is challenging. Most change efforts do not have lasting impact because they do not address the deeper drivers of culture like shared purpose and individual beliefs. To sustain change, interventions must target these underlying aspects of culture. The document advocates for aligning the individual, social, and organizational dimensions of culture to create shared meaning for employees. Leaders play a key role in culture transformation by modeling new behaviors and sending consistent messages. Lastly, the document notes that culture change is a journey that requires going deep, aligning culture
Advertising works if planned and implemented effectively. It attracts customers, creates loyalty, and increases sales and profits. However, its effects are subtle and occur over time. Dramatic success is rare, and effective ads are creative, unique, and instill desire. While advertising influences consumer behavior through cognition, affection, and action, its impact is difficult to predict as consumer mental processes are dynamic. For advertising to be most effective, it must be targeted, informative, distinctive, and tested before large-scale implementation.
1. The document discusses branding principles for both products and services. It notes that while branding concepts are similar, operations differ as services are intangible, inseparable from their production, perishable, and heterogeneous.
2. The concept of brand equity is explored, including how brand loyalty, awareness, perceived quality, and associations build equity and competitive advantage. The Brand Resonance Model is described as a process moving from salience to resonance.
3. Service brands are discussed as having distinct characteristics and requiring new marketing approaches compared to traditional product-focused models. Building a strong service brand involves managing variability and focusing on technology, roles, and brand values to reduce stress on employees.
The document discusses innovation strategies of leading companies in software, internet, and other industries. It finds that these companies adopt radical approaches across the innovation value chain, such as allowing employees to spend 20% of work time on their own projects, using external ideas through open innovation, and rapid prototyping and beta testing. The document also notes that while Norwegian CEOs recognize the need to improve innovation performance, their companies face challenges across the innovation process from idea generation to implementation and measurement of impact. It concludes that organizations must master dimensions like culture, collaboration, processes, resources, and performance tracking to strengthen their innovation capabilities.
1) Innovation requires a strong research foundation, workforce training, competent research to develop applications, and an environment that facilitates bringing innovation to market.
2) A survey of Australian manufacturing found that innovation increases exports and GDP by producing more sustainable processes. It also helps reduce costs and encourage teamwork and consultation.
3) Innovation impacts the IT sector by developing new technologies and helping competitive strategies. Studies of Japanese and UK firms found that innovation allows for cost differentiation and developing variety to meet customer needs.
This document provides an overview and introduction to innovation management from a course taught by Marcos Lima. The course covers topics such as defining innovation, different types of innovation, models of the innovation process, and the importance of innovation. It discusses innovation as an integrated business process and introduces frameworks for understanding innovation at different levels from incremental to radical and disruptive.
This document defines organizational culture and describes its key elements. It discusses that culture is comprised of shared beliefs, assumptions, values and norms that shape group behavior. Culture is transmitted through socialization and exists when shared by most group members, passed between generations, and influences behavior. The core elements of culture include observable practices/symbols and deeper assumptions/values. The document then examines different types of organizational cultures like bureaucratic, clan, market, and entrepreneurial cultures and how they influence behaviors and performance. Finally, it discusses how strong, well-socialized cultures can enhance performance and satisfaction if a common style is developed and reinforced.
Organizational Culture Dynamics (Organizational Management)Manu Alias
A presentation on Organizational culture dynamics and it's characteristics, importance, role, types, etc. It also talks about the corporate culture and it's features.
This document discusses sustaining organizational culture change. It begins by explaining that culture represents how things are done in an organization and is an important driver of employee behavior. However, culture is intangible and changing behaviors across an organization is challenging. Most change efforts do not have lasting impact because they do not address the deeper drivers of culture like shared purpose and individual beliefs. To sustain change, interventions must target these underlying aspects of culture. The document advocates for aligning the individual, social, and organizational dimensions of culture to create shared meaning for employees. Leaders play a key role in culture transformation by modeling new behaviors and sending consistent messages. Lastly, the document notes that culture change is a journey that requires going deep, aligning culture
This document summarizes the organizational culture of C.L. Gupta Ltd, an export firm located in Moradabad, India. It discusses how organizational culture is defined by the shared behaviors, values, and beliefs of employees. A strong organizational culture with values aligned across the employees helps a company achieve its goals more productively. The success of C.L. Gupta Ltd is attributed to carefully selecting employees that match the company's culture and reinforcing shared values through various efforts.
How Brands Can Bridge The Gap Of Meaning: Using Semiotics Systemically To Mea...Ray Poynter
The rapid evolution of the market research industry and the new complex problems brands and organisations are facing today call for the development of new types of solutions to solve these challenges. Locally applied insights are no longer enough to produce ground-breaking results. Instead, we must apply insights holistically to respect the true nature of brands as ecosystems of cultural meaning. The answer to fixing problems in a lasting way that allows for a real transformation and creation of new value lies in adopting the systemic perspective. This means that we need to combine the detail and the high-level view, the outside-in and the inside-out perspective at once to understand these complex challenges in their real time and real world context.For this, we need to reframe how semiotics is used in the industry and what problems it serves to fix for clients. What semiotics lacks is a master narrative in business: what it does, what it’s used for and why, with what results and how else can it be applied to maximise value. The absence of a more systemic approach to meaning-making is the reason why semiotics is often relegated to the ad hoc/niche market research box, instead of being viewed as ‘the highway of meaning’ or ‘mental superstructure’ that cuts through all business, brand and organisational decisions – a position semiotics truly deserves as the meta-science of human cognition. To unlock the true power of semiotics, we much apply it systemically. This way, we can help clients bridge the gap of meaning between brands/organisations and culture/society where value gets lost once and for all.In this talk, I’ll demonstrate the systemic view on semiotics and meaning-making by showcasing several recent examples of brands misstepping their cultural mark, and thus eroding/distorting social relevance of important cultural concepts, such as diversity, masculinity, femininity or unity. I will also explain how a quantified cultural semiotics tool developed by Signoi now makes it possible to apply semiotics in such a systemic way to help clients transform their meaning and make sense of the cultural complexity they operate in daily.The goal of this talk is to illustrate the deepening divide between corporations and society today and explain how semiotics can fix this disconnect as the method to redefine and reframe meaning, which is – as we already know – what people actually consume in brands and what they value in their lives.
Organizational culture is defined as the shared beliefs, assumptions, values, and norms that shape how employees behave and perceive their work. A strong culture is developed over time, shared by most members of an organization, and passed down from one generation to another. Key aspects of culture include shared assumptions, values, norms, symbols, language, practices, and socialization. There are four main types of organizational cultures - bureaucratic, clan, market, and entrepreneurial - each with different behavioral influences. A strong, consistent culture can enhance performance, satisfaction, and certainty if there is alignment between manager and employee styles and behaviors.
The document discusses the social and cultural environment that businesses operate within. It defines the social environment as consisting of a society's beliefs, customs, and behaviors. The cultural environment refers to the prevailing norms and values that guide behavior. Businesses must understand and adapt to their external social and cultural environments in order to be successful. They must also carefully manage their internal social environments by building a positive organizational culture. The document outlines the various responsibilities businesses have towards shareholders, government, customers, employees, and society. It discusses the importance of ethics, social auditing, and corporate governance for businesses.
Culture in organization (chapter 1) organizational behaviourtehreem fatima
Organizational culture refers to shared values, beliefs, and behaviors within an organization. It has a strong influence on employee behavior and performance. A positive, distinctive culture can provide a competitive advantage while the wrong culture can hurt performance. Culture consists of visible artifacts, espoused values, and deeper basic assumptions. Understanding an organization's culture involves examining all three levels.
How Brands Can Bridge The Gap Of Meaning: Using Semiotics Systemically To Mea...Dr. Martina Olbert
The rapid evolution of our industry and the new complex problems brands and organisations are facing today call for the development of new types of solutions to solve these challenges. Locally applied insights are no longer enough to produce ground-breaking results. Instead, we must apply insights holistically to respect the true nature of brands as ecosystems of cultural meaning. The answer to fixing problems in a lasting way that allows for a real transformation and creation of new value lies in adopting the systemic perspective. This means that we need to combine the detail and the high-level view, the outside-in and the inside-out perspective at once to understand these complex challenges in their real time and real world context.
For this, we need to reframe how semiotics is used in the industry and what problems it serves to fix for clients. What semiotics lacks is a master narrative in business: what it does, what it’s used for and why, with what results and how else can it be applied to maximise value. The absence of a more systemic approach to meaning-making is the reason why semiotics is often relegated to the ad hoc/niche market research box, instead of being viewed as ‘the highway of meaning’ or ‘mental superstructure’ that cuts through all business, brand and organisational decisions – a position semiotics truly deserves as the meta-science of human cognition. To unlock the true power of semiotics, we must apply it systemically. This way, we can help clients bridge the gap of meaning between brands/organisations and culture/society where value gets lost once and for all.
In this talk, I’ll demonstrate the systemic view on semiotics and meaning-making by showcasing several recent examples of brands misstepping their cultural mark, and thus eroding/distorting social relevance of important cultural concepts, such as diversity, masculinity, femininity or unity. I will also explain how a quantified cultural semiotics tool developed by Signoi now makes it possible to apply semiotics in such a systemic way to help clients transform their meaning and make sense of the cultural complexity they operate in daily.
The goal of this talk is to illustrate the deepening divide between corporations and society today and explain how semiotics can fix this disconnect as the method to redefine and reframe meaning, which is – as we already know – what people actually consume in brands and what they value in their lives.
Organizational culture is defined as the shared beliefs, assumptions, values, and norms that shape how employees behave and perceive their work. It is developed and passed down through socialization. There are observable elements of culture like language and symbols, as well as deeper, unobservable elements like assumptions and values. The main types of organizational culture are bureaucratic, clan, market, and entrepreneurial cultures. A strong organizational culture is built through careful employee selection and socialization, developing a common style and approach, and reinforcing cultural values through rewards and role modeling. This leads to outcomes like job satisfaction, performance, and commitment to the organization.
Organizational culture refers to the shared values, beliefs, behaviors, norms, and artifacts that connect members of an organization. It develops over time as members participate in the organization. Organizational culture influences how people behave and dress within the organization. It is composed of seven characteristics that define a company's unique culture, from high to low priority. Leaders now have more opportunities to communicate with employees through social media and can no longer hide behind excuses for lack of transparency. Organizational culture helps members make sense of reality and align around shared purposes and actions. Managers may take on disciplinary roles to enforce standards and correct behaviors according to a company's culture and mission. Analyzing organizational culture can provide conclusions about resistance to change,
Culture is the unique dominant pattern of shared beliefs, assumptions, values, and norms that shape the socialization, symbols, language and practices of a group of people.
The document discusses organizational culture and downsizing. It begins by defining organizational culture and downsizing. There are many variations in how downsizing can be implemented, from involuntary reductions to resignation incentives, and this makes it difficult to draw a direct link between downsizing and organizational culture. Organizational culture is influenced by many factors within an organization.
This document discusses organizational culture and compares Western and Eastern cultures. It defines organizational culture and discusses its key elements, including shared assumptions, values, norms, symbols, language, practices, and socialization. It describes four main types of organizational culture - bureaucratic, clan, market, and entrepreneurial. Building a strong organizational culture involves having a common behavioral style, approaches, norms, and socializing new members through careful selection, training, rewarding desired behaviors, and role modeling. Socialization can lead to job satisfaction, performance, and commitment or dissatisfaction and low performance. Finally, it contrasts some differences between Western and Eastern cultures.
Organizational culture can be defined as the shared beliefs, assumptions, values, and norms that shape how an organization functions. There are three key aspects for a culture to exist: it must be shared by most group members, passed down over generations, and influence behaviors and perceptions. An organization's culture includes both observable elements like practices and language as well as deeper levels involving values, assumptions, and socialization. Maintaining a strong organizational culture involves having consistent behaviors across the organization, shared approaches to problem-solving, and common rules around rewards and punishments. The socialization process is key to building and transmitting an organization's culture to new members.
Organizational culture plays a vital role in encouraging innovation and creativity. It determines how employees solve problems, interact with customers, and treat each other. There are different types of organizational culture like hierarchy, market, clan, and adhocracy that emphasize factors such as stability/flexibility and internal/external focus. NIIT's culture focuses on quality, creativity, and customer satisfaction. It operates with task teams and emphasizes team culture and openness. NIIT has sustained its culture through induction, socialization, reinforcement, and concern for customers.
Organizational culture refers to the shared assumptions, values, and beliefs that govern behavior within an organization. It consists of artifacts, assumptions, and core values. Subcultures can either enhance or oppose the dominant culture. Organizational culture serves important functions like social control, cohesion, and sensemaking. A strong, appropriate culture typically leads to better performance, but should not be so rigid that it prevents change or dissent. Mergers require assessing cultural compatibility and strategies like integration or separation. Socialization is how new employees learn norms and roles through stages like encounter and role management.
Organizational culture was introduced in the late 1970s as a concept to understand shared values, beliefs, and norms within organizations. Researchers suggested that culture can significantly impact organizational outcomes and performance. The document defines organizational culture and discusses key aspects like different types of culture, how employees learn culture, the importance of culture, and the relationship between culture and organizational structure. It also provides steps to build and maintain a strong organizational culture.
“I think she’ll fit well into our company.”
“His experience was stellar, but he just wouldn’t be a good fit.”
These phrases are frequently used to describe candidates and whether they will – or won’t – “fit” into an organization’s culture. But what does culture fit really mean? Is there a better way to determine how well a candidate will fit than simply having a good feeling about whether they’ll mesh well? And, how do goals of hiring for culture fit complement—or conflict— with other goals such as diversity or hiring for skills?
This article will explore these questions and provide qbest practices.
The document discusses the role of organizational culture in ethics. It states that organizational culture influences ethical conduct at work and embedding ethical values in a company's culture can guide employee behavior. Each organization develops its own unique culture based on the values of its founder. A strong ethical culture within an organization results in positive ethical behavior from managers, while an ineffective culture can lead to unethical behavior. Top executives who demonstrate strong ethics can inspire subordinates.
The document discusses corporate culture and how it affects business decisions. It defines corporate culture as the norms, values and communication styles within an organization. Cultural differences between stakeholders can influence decision-making. Successful companies like HP and Southwest Airlines are conscious of their unique cultures and work to maintain them. Changing an organization's culture requires consistent goals, role clarity, shared rewards and other factors. Cultural awareness is important for business management across borders.
In every organization there is a talk about organizational culture, that mysterious word that characterizes the qualities of a work environment. One of the key questions and assessments, when employers interview a prospective employee, explores whether the candidate is a good cultural fit. Culture is difficult to define, but you generally know when you have found an employee who appears to fit your culture. He just feels right.
This document summarizes the organizational culture of C.L. Gupta Ltd, an export firm located in Moradabad, India. It discusses how organizational culture is defined by the shared behaviors, values, and beliefs of employees. A strong organizational culture with values aligned across the employees helps a company achieve its goals more productively. The success of C.L. Gupta Ltd is attributed to carefully selecting employees that match the company's culture and reinforcing shared values through various efforts.
How Brands Can Bridge The Gap Of Meaning: Using Semiotics Systemically To Mea...Ray Poynter
The rapid evolution of the market research industry and the new complex problems brands and organisations are facing today call for the development of new types of solutions to solve these challenges. Locally applied insights are no longer enough to produce ground-breaking results. Instead, we must apply insights holistically to respect the true nature of brands as ecosystems of cultural meaning. The answer to fixing problems in a lasting way that allows for a real transformation and creation of new value lies in adopting the systemic perspective. This means that we need to combine the detail and the high-level view, the outside-in and the inside-out perspective at once to understand these complex challenges in their real time and real world context.For this, we need to reframe how semiotics is used in the industry and what problems it serves to fix for clients. What semiotics lacks is a master narrative in business: what it does, what it’s used for and why, with what results and how else can it be applied to maximise value. The absence of a more systemic approach to meaning-making is the reason why semiotics is often relegated to the ad hoc/niche market research box, instead of being viewed as ‘the highway of meaning’ or ‘mental superstructure’ that cuts through all business, brand and organisational decisions – a position semiotics truly deserves as the meta-science of human cognition. To unlock the true power of semiotics, we much apply it systemically. This way, we can help clients bridge the gap of meaning between brands/organisations and culture/society where value gets lost once and for all.In this talk, I’ll demonstrate the systemic view on semiotics and meaning-making by showcasing several recent examples of brands misstepping their cultural mark, and thus eroding/distorting social relevance of important cultural concepts, such as diversity, masculinity, femininity or unity. I will also explain how a quantified cultural semiotics tool developed by Signoi now makes it possible to apply semiotics in such a systemic way to help clients transform their meaning and make sense of the cultural complexity they operate in daily.The goal of this talk is to illustrate the deepening divide between corporations and society today and explain how semiotics can fix this disconnect as the method to redefine and reframe meaning, which is – as we already know – what people actually consume in brands and what they value in their lives.
Organizational culture is defined as the shared beliefs, assumptions, values, and norms that shape how employees behave and perceive their work. A strong culture is developed over time, shared by most members of an organization, and passed down from one generation to another. Key aspects of culture include shared assumptions, values, norms, symbols, language, practices, and socialization. There are four main types of organizational cultures - bureaucratic, clan, market, and entrepreneurial - each with different behavioral influences. A strong, consistent culture can enhance performance, satisfaction, and certainty if there is alignment between manager and employee styles and behaviors.
The document discusses the social and cultural environment that businesses operate within. It defines the social environment as consisting of a society's beliefs, customs, and behaviors. The cultural environment refers to the prevailing norms and values that guide behavior. Businesses must understand and adapt to their external social and cultural environments in order to be successful. They must also carefully manage their internal social environments by building a positive organizational culture. The document outlines the various responsibilities businesses have towards shareholders, government, customers, employees, and society. It discusses the importance of ethics, social auditing, and corporate governance for businesses.
Culture in organization (chapter 1) organizational behaviourtehreem fatima
Organizational culture refers to shared values, beliefs, and behaviors within an organization. It has a strong influence on employee behavior and performance. A positive, distinctive culture can provide a competitive advantage while the wrong culture can hurt performance. Culture consists of visible artifacts, espoused values, and deeper basic assumptions. Understanding an organization's culture involves examining all three levels.
How Brands Can Bridge The Gap Of Meaning: Using Semiotics Systemically To Mea...Dr. Martina Olbert
The rapid evolution of our industry and the new complex problems brands and organisations are facing today call for the development of new types of solutions to solve these challenges. Locally applied insights are no longer enough to produce ground-breaking results. Instead, we must apply insights holistically to respect the true nature of brands as ecosystems of cultural meaning. The answer to fixing problems in a lasting way that allows for a real transformation and creation of new value lies in adopting the systemic perspective. This means that we need to combine the detail and the high-level view, the outside-in and the inside-out perspective at once to understand these complex challenges in their real time and real world context.
For this, we need to reframe how semiotics is used in the industry and what problems it serves to fix for clients. What semiotics lacks is a master narrative in business: what it does, what it’s used for and why, with what results and how else can it be applied to maximise value. The absence of a more systemic approach to meaning-making is the reason why semiotics is often relegated to the ad hoc/niche market research box, instead of being viewed as ‘the highway of meaning’ or ‘mental superstructure’ that cuts through all business, brand and organisational decisions – a position semiotics truly deserves as the meta-science of human cognition. To unlock the true power of semiotics, we must apply it systemically. This way, we can help clients bridge the gap of meaning between brands/organisations and culture/society where value gets lost once and for all.
In this talk, I’ll demonstrate the systemic view on semiotics and meaning-making by showcasing several recent examples of brands misstepping their cultural mark, and thus eroding/distorting social relevance of important cultural concepts, such as diversity, masculinity, femininity or unity. I will also explain how a quantified cultural semiotics tool developed by Signoi now makes it possible to apply semiotics in such a systemic way to help clients transform their meaning and make sense of the cultural complexity they operate in daily.
The goal of this talk is to illustrate the deepening divide between corporations and society today and explain how semiotics can fix this disconnect as the method to redefine and reframe meaning, which is – as we already know – what people actually consume in brands and what they value in their lives.
Organizational culture is defined as the shared beliefs, assumptions, values, and norms that shape how employees behave and perceive their work. It is developed and passed down through socialization. There are observable elements of culture like language and symbols, as well as deeper, unobservable elements like assumptions and values. The main types of organizational culture are bureaucratic, clan, market, and entrepreneurial cultures. A strong organizational culture is built through careful employee selection and socialization, developing a common style and approach, and reinforcing cultural values through rewards and role modeling. This leads to outcomes like job satisfaction, performance, and commitment to the organization.
Organizational culture refers to the shared values, beliefs, behaviors, norms, and artifacts that connect members of an organization. It develops over time as members participate in the organization. Organizational culture influences how people behave and dress within the organization. It is composed of seven characteristics that define a company's unique culture, from high to low priority. Leaders now have more opportunities to communicate with employees through social media and can no longer hide behind excuses for lack of transparency. Organizational culture helps members make sense of reality and align around shared purposes and actions. Managers may take on disciplinary roles to enforce standards and correct behaviors according to a company's culture and mission. Analyzing organizational culture can provide conclusions about resistance to change,
Culture is the unique dominant pattern of shared beliefs, assumptions, values, and norms that shape the socialization, symbols, language and practices of a group of people.
The document discusses organizational culture and downsizing. It begins by defining organizational culture and downsizing. There are many variations in how downsizing can be implemented, from involuntary reductions to resignation incentives, and this makes it difficult to draw a direct link between downsizing and organizational culture. Organizational culture is influenced by many factors within an organization.
This document discusses organizational culture and compares Western and Eastern cultures. It defines organizational culture and discusses its key elements, including shared assumptions, values, norms, symbols, language, practices, and socialization. It describes four main types of organizational culture - bureaucratic, clan, market, and entrepreneurial. Building a strong organizational culture involves having a common behavioral style, approaches, norms, and socializing new members through careful selection, training, rewarding desired behaviors, and role modeling. Socialization can lead to job satisfaction, performance, and commitment or dissatisfaction and low performance. Finally, it contrasts some differences between Western and Eastern cultures.
Organizational culture can be defined as the shared beliefs, assumptions, values, and norms that shape how an organization functions. There are three key aspects for a culture to exist: it must be shared by most group members, passed down over generations, and influence behaviors and perceptions. An organization's culture includes both observable elements like practices and language as well as deeper levels involving values, assumptions, and socialization. Maintaining a strong organizational culture involves having consistent behaviors across the organization, shared approaches to problem-solving, and common rules around rewards and punishments. The socialization process is key to building and transmitting an organization's culture to new members.
Organizational culture plays a vital role in encouraging innovation and creativity. It determines how employees solve problems, interact with customers, and treat each other. There are different types of organizational culture like hierarchy, market, clan, and adhocracy that emphasize factors such as stability/flexibility and internal/external focus. NIIT's culture focuses on quality, creativity, and customer satisfaction. It operates with task teams and emphasizes team culture and openness. NIIT has sustained its culture through induction, socialization, reinforcement, and concern for customers.
Organizational culture refers to the shared assumptions, values, and beliefs that govern behavior within an organization. It consists of artifacts, assumptions, and core values. Subcultures can either enhance or oppose the dominant culture. Organizational culture serves important functions like social control, cohesion, and sensemaking. A strong, appropriate culture typically leads to better performance, but should not be so rigid that it prevents change or dissent. Mergers require assessing cultural compatibility and strategies like integration or separation. Socialization is how new employees learn norms and roles through stages like encounter and role management.
Organizational culture was introduced in the late 1970s as a concept to understand shared values, beliefs, and norms within organizations. Researchers suggested that culture can significantly impact organizational outcomes and performance. The document defines organizational culture and discusses key aspects like different types of culture, how employees learn culture, the importance of culture, and the relationship between culture and organizational structure. It also provides steps to build and maintain a strong organizational culture.
“I think she’ll fit well into our company.”
“His experience was stellar, but he just wouldn’t be a good fit.”
These phrases are frequently used to describe candidates and whether they will – or won’t – “fit” into an organization’s culture. But what does culture fit really mean? Is there a better way to determine how well a candidate will fit than simply having a good feeling about whether they’ll mesh well? And, how do goals of hiring for culture fit complement—or conflict— with other goals such as diversity or hiring for skills?
This article will explore these questions and provide qbest practices.
The document discusses the role of organizational culture in ethics. It states that organizational culture influences ethical conduct at work and embedding ethical values in a company's culture can guide employee behavior. Each organization develops its own unique culture based on the values of its founder. A strong ethical culture within an organization results in positive ethical behavior from managers, while an ineffective culture can lead to unethical behavior. Top executives who demonstrate strong ethics can inspire subordinates.
The document discusses corporate culture and how it affects business decisions. It defines corporate culture as the norms, values and communication styles within an organization. Cultural differences between stakeholders can influence decision-making. Successful companies like HP and Southwest Airlines are conscious of their unique cultures and work to maintain them. Changing an organization's culture requires consistent goals, role clarity, shared rewards and other factors. Cultural awareness is important for business management across borders.
In every organization there is a talk about organizational culture, that mysterious word that characterizes the qualities of a work environment. One of the key questions and assessments, when employers interview a prospective employee, explores whether the candidate is a good cultural fit. Culture is difficult to define, but you generally know when you have found an employee who appears to fit your culture. He just feels right.
1. BEMM 103
Advanced Marketing Seminars
Assignment
By Siddhanth Nair
My Advanced Marketing Seminars assignment includes Seminars from:
·Snapshots Aesthetics in Brand culture by Jonathan E. Schroeder.
·Ethical Business Communication and Research on Benetton by Martin
Magnusson.
·Technologies of Sexiness: Theorizing Women’s Engagement in the Sexu-
alization of Culture and Sexualized clothing and the Porn Star T-shirt by
Adrienne Evans.
·Green Economy Coalition by Sally Jeanrenaud.
I have started out my research by initially understanding organizational
culture and its linkages with brand culture. Then I have researched
about the visual communication is important for brand culture though
snapshots aesthetics. My focus then was how culture was sexualized
and linking it with brand culture. Brands and ethics were the next area
of research and analysis of the Benetton case study. Corporate social
responsibility and Green economy being closely linked with Ethics were
also included in my research.
2. Organizational Culture
Culture of the mind must be subservient to the heart (Mohandas Gandhi). Or-
ganizational Culture is like a human body having an ecosystem of interdepen-
dent relations (Stephen Covey). Organizational Culture is an integrated sys-
tem of behavior patterns formed by interaction of employees and guided by
the leaders. It is the workplace environment which includes all life experi-
ences, weakness, strengths, education and so forth. Organizational Culture
provides a sense of identity thereby enhancing commitment towards the or-
ganization and sets standards for behavior. It can also be a hindrance to
change in an organization and barrier to diversity of the workplace. Cultures
are also complex issue during Acquisition and Mergers.
3. Brand Culture
Brand culture is the extension of the organizational culture. Brand culture
helps to manifest the core values of the corporate culture into an external
form known as a brand. Brand material culture can be seen in logos and
packages, reflects the enterprises’ material culture. It is the destination of cor-
porate culture and responsible in external transmission of aesthetics in the
market. It helps to identify and differentiate the products of sellers in the mar-
ket. It aims to maximize the value derived by the company and consumer. So-
ciety has influence on the culture of a brand; consumers’ needs have to be
4. analyzed to help deliver value. Consumers experiences with the brand help
build the reputation and popularity of the brand. Customer loyalty has to be
maintained through brand relationship management. Corporate culture is the
basis for growth and survival of brand culture as it is influential in determining
the characteristics of a brand. A brand represents the image of an enterprise.
Brand culture focus on history and legacy and how these can create value.
Brands are interpreted in many ways so the way branding works keeps on in-
volving based on consumers responses but the culture a brand should por-
tray is missing as seen in the YSL 2008 ad campaign in which a model is
posing by leaning on the stairs.
Brand culture can also be represented through visual imagery and instead of
following the traditional rule of photo shoots in studios; nowadays natural real
life snapshots are being used. The visual marketing communication tool of
snapshots is followed by all reputed brands like Coca-Cola, IKEA, etc. Snap-
shots are natural and less formal so it is easy for people to relate to and feels
more authentic. It attracts the average consumer by making the brand fit in
the customer’s daily lives and by creating and delivering value. Snapshot
aesthetics also promote a casual image of the products so this tool can be
used for casual products having informal consumption. It also makes the
brand trendy and cool rather than being boring and classic and can be used
as an effective strategic and communication tool. Snapshots are a deliberate
genuineness as it is natural yet posed and real in spite of being constructed.
Snapshot aesthetics has relevant connection with the social networking sites.
Brands and arts are related, as art can help in depicting the cultural power of
brand imagery. Art centered approach to branding and marketing is being de-
veloped along with aesthetics and economics. Artists and brands are very
similar as value of the product changes from artist to artist, it is same for
brands. Art can give us insights into the consumer culture and branding pro-
5. cess and help understand the cultural aspects of brands. Visual Images
which sexualize women are also used for advertising a brand. E.g. Armani.
Sexualization of Culture
Raunch culture is an example of a trend of Sexualization of women’s bodies.
Sexualization of culture has taken place due to the democratization of the de-
sires of people and intersectionality. Neo-liberalization has changed the way
femininity was defined; it is now portrayed in terms of self-representation, ac-
tiveness, independence and liberation. Liberalization provided equal opportu-
nities to both men and women, thus the centrality of the male gaze has shift-
ed to female sexuality. Sexual products for women and the porno fashion
6. style like the Porn Star or the FCUK T-shirt has provided new ways for wom-
en to express their sexuality and celebrate the sexualized culture. After that
came the post feminism period in which emphasis was given to sexual sub-
jectification which means that view on sexuality depends from person to per-
son and there is a need to constantly look good. Coming back to the Porn
Star T-shirt, women wore this to depict their emotions and attitudes. These
sexualized clothes are very risky to wear as it portrays a bad image, may lead
to misinterpretation of personal emotions and women being made sexual ob-
jects, as the psychology of the person is evident in their clothing style. Men
on the other hand may wear such clothes just for fun and not as a means of
self-expression.
Branding no more follows the traditionalist view but includes culture, ideolo-
gies and aesthetics view but to understand these ideas it should be repre-
sented into known branding concepts. Brands without culture won’t last in the
market, so will such organizations. The invisible culture of firms should be ef-
fectively converted into visible brand value. Deeper understanding of the cor-
porate culture will help to identify the key for driving brands competitive edge.
Thus, organizational culture has dual roles, to shape the internal culture and
integrating the culture in brands.
Brands and Ethics
Brand culture represents the corporate identity by providing an external chan-
nel for the firm’s attributes and core values. If the attributes are socially re-
sponsible and values are ethical, these qualities will be evident in the func-
tioning of the firms. Corporate identity should be fully operationalized in the
firm for them to be able to portray it in their communications. Organizations
are regularly denounced for failing to entrust on their ethical position. Corpo-
rates have institutionalized business ethics programs; these include codes of
7. conduct, ethics officers and training. There are various pressures on the orga-
nizations to follow the codes of conduct and ethics by the government,
NGO’s, pressure groups, employees and consumers. The corporations thus
follow instructions, rules, concerning behavior and encourage employees to
display certain characteristics like virtue, honesty and devotion to follow the
code of conduct and ethics. Following these codes will benefit in many ways,
it limits the damage by courts when they are sued for individual negligence.
They also help guide and regulate the behavior of employees. The codes act
as a standard for discipline of the employees and help in analyzing the pun-
ishments and appeals deserved by employees. Codes express the behavior
to external environment and helps establishing internal procedures for deal-
ing with ethics like the whistleblowing work in health and social services.
The codes of conduct also face certain objections to their implementation. Ev-
idence of codes being useful in shaping behavior of employees is very limit-
ed, as employees always are demotivated when organizations show lack of
trust in them, these leads to negative affect of the codes. Due to lack of struc-
ture within an organization employees find it difficult to follow the codes of
ethics as the executives fail to create a community of trust within the employ-
ees. Business tries to limit talks about ethical issues within an organization
due to reasons like efficiency, image of the company and not to harm the har-
mony present in an organization leading to cynicism being fueled in the busi-
ness. Codes are treated as a constraint upon the work by employees rather
than integrating these codes in their work, these leads to activities not being a
representation of business’ values and beliefs. Codes help in setting a pattern
for behavior for employees who blindly follow them without taking into consid-
erations present complexities. It then becomes hard to isolate responsibility
and morality thus becomes someone else’s headache as employees find it
8. easier to follow rules as it is safer rather than using their own moral judge-
ment.
Ethics can never be universally acceptable as it concerns organizations in dif-
ferent societies and cultures having different. Ethics thus contains negotiable
and non-negotiable codes and not a single code of conduct. Multinationals
have to change their negotiable codes to adapt to different cultures in envi-
ronment and follow their fixed codes; this is very hard to follow and has led to
many arguments. Managers have to understand and adapt to the values and
beliefs of foreign partners which can be very hard to do and can lead to costly
errors but if effectively managed can be very beneficial for the firm. A concep-
tual framework should be developed which is sensitive to different cultural
practices and helps in understanding the various ethical standards and con-
ducts. A social cognitive model of business ethics should be used by interna-
tional managers to conduct profitable business across cultures.
According to research by Hofstede in IBM and Trompennars research in
Netherlands revealed certain factors which help distinguishing between cul-
tures like power distance, uncertainty avoidance, Individualism vs. Collec-
tivism, specific vs. diffuse, Neutral vs. emotional, etc. These research helped
organization to understand cultures in different countries.
Within a social context human actions is determined by three factors that are,
Institutional factors (legislation and ethics), Personal factors (Values, beliefs
and Morals) and Organizational factors (Code of conduct and ethics), these
help in setting a business’ ethical standards. Macro level forces are organiza-
tional and institutional factors and along with individual forces result in ethical
behavior. Ethics legislation is the apt example for institutional factors, on a
broader view it can also include politics, societal morality or cultural diversity.
9. Legislation of ethics affects cultures so its presence or absence can influence
cultures in countries, as seen in the U.S., France and Germany. Code of
ethics which is an organizational factor also affects the ethical standards
more directly than the former.
Organizations emphasize on the practice and importance of ethics in doing
business and are different across cultures. Majority of the fortune 500 compa-
nies had adopted a code of ethics about ten years ago. Personal factors like
psychology, morals, and values also affect the ethical business standards.
Employees can use self-regulation to help them adhere to ethical standards.
Symbolizing experiences helps the employees to learn and accordingly adapt
themselves to the environment. Employees should also possess good ob-
serving skills to help them in learning from the behaviors and mistakes of oth-
ers. Reward systems set by international managers can be effective to pro-
mote ethical behavior in employees across cultures. This model can surely
help to build a framework for ethical behavior in organizations but a social
cognitive approach would be more effective if added to it.
Benetton and Ethics
Benetton group which is spread across 120 countries and has 5000 retail
stores is one of the most visible firms following ethics and being socially re-
sponsible. Benetton is dealing certain global ethical issues which have
formed a part of the company’s marketing strategy; this has helped to create
a visual identity. It is not visible in their stores and online website but is surely
evident in their marketing campaigns and organizational activities. Fabrica in
Italy holds the key of the company’s communication strategy, they focus on
two marketing efforts, one is creating campaigns for products features and
qualities and the other is about what the company stands for.
10. Benetton has also been criticized for using tragedy and trauma in their cam-
paigns, like the AIDS patients or the war. Benetton has also been working
with the United Nations to end hunger in developing nations and the Human
Rights campaigns. Benetton has also come up with anti-racist campaigns
promoting equality, as seen in the campaign containing the image of three
hearts having the same color of people from all races. Benetton fails to bring
the ethical values which are the part of its identity to its retail outlets, employ-
ees and fashion shows but it is successful in tapping into issues which affect
the people. Benetton fails to build on the ethical identity it has been building
through years due to the disconnection between the identity and ethics.
Corporate Social Responsibility
Ethics is of utmost importance in business. It includes sales, marketing, and
product development and customer service efforts and helps the organization
to live up to the Corporate Social Responsibility. A new term of corporate citi-
zenship is being used which means Corporations act like citizens and has
certain responsibilities towards the society, consumers, employees, stake-
holders and the environment. Corporations have been proactive in promoting
growth and eliminating things causing harm. Business ethics is very essential
to maintain long term relationships with customers facilitating the branding ef-
forts. It builds goodwill and image of the firm if customer service is timely and
supportive. Training and development of employees is needed so that activi-
11. ties are carried accordingly to business policies as each individual has their
own predefined notions.
The only social responsibility of corporates is to increase its profits (Friedman,
1970), rather than good deeds. Corporate power had turned to authority with-
out any responsibility. Instead of following the triple bottom line of economic,
social and environmental issues corporates focused only on the bottom line
of profits to achieve long term sustainability (Birch, 2001). Corporates are
concerned with return on their investment so donating to charities and other
social causes is considered a bad allocation of capital; moreover they have to
give shareholders their returns so activities should be in accordance to that
goal. So corporates show philanthropy in only such situations in which dona-
tions could in return prove profitable, this can be considered prudential altru-
ism. All business activities should be aimed at adding value (Windsor, 2001).
According to Friedman, ‘only individual have responsibilities not corporations.’
Coca-Cola and Corporate Social Responsibility
Corporate giants like Coca-Cola indulge in corporate social responsibility in a
big way. Coca-Cola aims to develop sustainable communities through eco-
nomic growth and involvement of the people. It addresses many critical is-
sues like water supply. Their new motto is ‘Live Positively,’ aims at holistic
global community of care and trust. It aims to be a transparent, accountable
and credible organization through open and honest communication.
Coca-Cola supports active healthy living activities and improving the environ-
ment. Coca-Cola has come up with many healthy and nutritional beverages
for every lifestyle, life-stage and occasion. It also tries to educate consumers
about their product, its ingredients and nutritional content. The Coca-Cola
also follows responsible marketing by bring accurate and protecting children
12. under 12. They are carrying out activities to eliminate waste caused by the
packaging by using recycled materials and making it recoverable and
reusable. The company desires to give back the amount of water it uses
yearly. The also aim to go green, to protect the environment from carbon
emissions and other harmful factors. They also try to create a safe and
healthy workplace for its employees. The company also tries to conserve and
manage energy and the climate.
Going Green
Companies are concerned about the environment and are investing in
environment friendly technology, as it also good for the bottom line.
Reduction of emissions from factories helps in reducing greenhouse gases
and global warming. Companies are now focusing on sustainability in a low
carbon economy. Green economy coalition represented by Dr. Sally was
successful in committing the G-20 countries in November 2009, to phase out
fossil fuel subsidies that buoy up inefficient consumption as it will help to
stabilize the climate and reduce carbon. Being environmental conscious also
benefits the image of the companies and help in instilling consumer
confidence. Going green helps in cost saving and increase in revenues.
13. Companies are looking to reduce, reuse and recycle. The cap and trade
system also helps companies to limit their emissions and sell off their
emission credit to other firms, thereby bring a source of revenue and limiting
emissions.
Organizations thus perform many roles in not only earning profits themselves
but also helping the society and environment. Organization has to take into
consideration a lot of things if it needs to achieve sustainability and
competitive edge. Corporate image is benefited in being attached to societal
issues and this helps in building the organizations and the brands value. Thus
brand culture is evident in the firm’s activities and gives the organization an
identity which helps it to be different. “We have to shift our emphasis from
economic efficiency and materialism towards a sustainable quality of life and
to healing of our society, of our people and our ecological systems (Janet
Holmes a Court).”
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