The document is a group coursework submission analyzing the Italian luxury fashion company Brunello Cucinelli. It provides background on Cucinelli and the founding of the company. The analysis uses several frameworks including the Resource-Based View, SWOT analysis, Porter's Five Forces and Generic Strategies. Key points are Cucinelli's humanistic leadership approach which prioritizes employees and community, the company's reliance on Cucinelli as founder, and opportunities and risks relating to location, talent attraction, and lack of diversification.
The document discusses Brunello Cucinelli, an Italian fashion company founded in 1978. It provides background on Cucinelli, who was born into a poor farming family and drew inspiration from his father's factory work. He founded the company with no employees or money. Today, Cucinelli S.p.A. has annual revenues over €500 million, 1,400 employees, and is known for its focus on ethics, community, and high salaries. However, the company's future sustainability depends heavily on Cucinelli himself as leader, with risks if he departs and weak corporate governance.
The ownership structure of European blue chips: is there a convergence in cor...Pierfrancesco Bresolini
The two main models of corporate governance originated in the second part of the 20th century: the shareholder model, in the Anglo-Saxon world, and the stakeholder model, in Continental Europe. They are respectively mainly characterized by widespread and concentrated ownership and, consequently, by different agency problems. However, with the phenomenon of globalisation, the increased importance of financial markets and the international success of Anglo-American multinational firms, a debate has arisen as to whether there exists a convergence towards the shareholder oriented model. This research aims to explore this controversy by focusing the analysis on the ownership structure of the blue chip firms in the main stock indexes of Germany, France, Italy, Spain and the UK. The research concludes that a convergence in corporate governance structure towards the shareholder model seems to exist in almost all of those countries.
This document is a coursework coversheet and proposal for a student named Pierfrancesco Bresolini Eibenstein enrolled in the module "Further Qualitative Research Methods" at Nottingham University Business School. The proposed coursework will critically evaluate the role of observational data in qualitative research, discussing the key characteristics of data collection and analysis when using observation as the main data source. The coursework will be divided into two sections, with section one describing the differences between ethnography and participant observation, and section two discussing the main characteristics and common issues of observational research, covering topics like access, reciprocity, covert vs overt observation, and ethical concerns.
Dr. Craig Shepherd is writing a reference letter for Pierfrancesco Bresolini Eibenstein, who is currently performing at a distinction level for his MSc in Business and Management at Nottingham University Business School. Dr. Shepherd has known Pierfrancesco since 2015 and taught him, noting that he has outstanding critical analysis skills and good communication abilities. In addition to his academic strengths, Pierfrancesco also has work experience in financial analysis and is a highly motivated and capable individual.
6/27/2015 Print
https://content.ashford.edu/print/AUMGT380.11.2?sections=ch03,sec3.1,sec3.2,sec3.3,sec3.4,sec3.5,sec3.6,sec3.7,sec3.8,ch3summary,ch04,sec4.1,sec4.2,s… 1/82
3 Leadership, Culture, Communication, and Diversity
The word culture can mean different things to different people: Perhaps it conjures up images of fine art, museums, and orchestras. Or perhaps it is the word you use
to describe the shared patterns, behaviors, and artifacts of a country, region, or society. In fact, culture does have different "layers" that interact. For example,
macrocultures include national, religious, ethnic, and occupational cultures that exist globally; organizational cultures exist in private, public, nonprofit, and
government arenas; subcultures are found in occupational groups within organizations; and microcultures exist within occupations inside and outside organizations
(Schein, 2010).
In this chapter, we focus on organizational culture before examining how culture more generally—in terms of countries, nationalities, ethnicities, and so on—can have
broad implications for leadership efficacy and success. While the first two chapters laid the foundation for understanding the nature of leadership, these final three
chapters show how leaders influence and shape organizations to achieve goals through communication, strategy, and teamwork. We begin this discussion with
organizational culture because it shares a mutually dependent relationship with these three dimensions: An organization's culture affects how people communicate,
how strategy is developed and implemented, and how people work in teams. Culture can also be defined in terms of these three dimensions. It is arguably the most
important internal organizational dimension. This chapter will also cover what is perhaps the more common usage of culture—international cultures—and how
different cultures and globalization present opportunities and challenges for leadership. Since organizational and national cultures are influenced by global trends—for
example, technology innovations, mergers and acquisitions, influx of international workers, and a mix of diverse values—leaders and followers must be able to
accommodate such changes in their organizations and teams. Understanding culture has a substantial payoff for everyone:
If we understand the dynamics of culture, we will be less likely to be puzzled, irritated, and anxious when we encounter the unfamiliar and
seemingly irrational behavior of people in organizations, and we will have a deeper understanding not only of why various groups of people or
organizations can be so different but also why it is so hard to change them. Even more important, if we understand culture better, we will
understand ourselves better and recognize some of the forces acting within us that define who we are. We will then understand that our
personality and character reflect the groups that socialized us and the groups with which we identify and to which we want to .
The document is a group coursework submission analyzing the Italian luxury fashion company Brunello Cucinelli. It provides background on Cucinelli and the founding of the company. The analysis uses several frameworks including the Resource-Based View, SWOT analysis, Porter's Five Forces and Generic Strategies. Key points are Cucinelli's humanistic leadership approach which prioritizes employees and community, the company's reliance on Cucinelli as founder, and opportunities and risks relating to location, talent attraction, and lack of diversification.
The document discusses Brunello Cucinelli, an Italian fashion company founded in 1978. It provides background on Cucinelli, who was born into a poor farming family and drew inspiration from his father's factory work. He founded the company with no employees or money. Today, Cucinelli S.p.A. has annual revenues over €500 million, 1,400 employees, and is known for its focus on ethics, community, and high salaries. However, the company's future sustainability depends heavily on Cucinelli himself as leader, with risks if he departs and weak corporate governance.
The ownership structure of European blue chips: is there a convergence in cor...Pierfrancesco Bresolini
The two main models of corporate governance originated in the second part of the 20th century: the shareholder model, in the Anglo-Saxon world, and the stakeholder model, in Continental Europe. They are respectively mainly characterized by widespread and concentrated ownership and, consequently, by different agency problems. However, with the phenomenon of globalisation, the increased importance of financial markets and the international success of Anglo-American multinational firms, a debate has arisen as to whether there exists a convergence towards the shareholder oriented model. This research aims to explore this controversy by focusing the analysis on the ownership structure of the blue chip firms in the main stock indexes of Germany, France, Italy, Spain and the UK. The research concludes that a convergence in corporate governance structure towards the shareholder model seems to exist in almost all of those countries.
This document is a coursework coversheet and proposal for a student named Pierfrancesco Bresolini Eibenstein enrolled in the module "Further Qualitative Research Methods" at Nottingham University Business School. The proposed coursework will critically evaluate the role of observational data in qualitative research, discussing the key characteristics of data collection and analysis when using observation as the main data source. The coursework will be divided into two sections, with section one describing the differences between ethnography and participant observation, and section two discussing the main characteristics and common issues of observational research, covering topics like access, reciprocity, covert vs overt observation, and ethical concerns.
Dr. Craig Shepherd is writing a reference letter for Pierfrancesco Bresolini Eibenstein, who is currently performing at a distinction level for his MSc in Business and Management at Nottingham University Business School. Dr. Shepherd has known Pierfrancesco since 2015 and taught him, noting that he has outstanding critical analysis skills and good communication abilities. In addition to his academic strengths, Pierfrancesco also has work experience in financial analysis and is a highly motivated and capable individual.
6/27/2015 Print
https://content.ashford.edu/print/AUMGT380.11.2?sections=ch03,sec3.1,sec3.2,sec3.3,sec3.4,sec3.5,sec3.6,sec3.7,sec3.8,ch3summary,ch04,sec4.1,sec4.2,s… 1/82
3 Leadership, Culture, Communication, and Diversity
The word culture can mean different things to different people: Perhaps it conjures up images of fine art, museums, and orchestras. Or perhaps it is the word you use
to describe the shared patterns, behaviors, and artifacts of a country, region, or society. In fact, culture does have different "layers" that interact. For example,
macrocultures include national, religious, ethnic, and occupational cultures that exist globally; organizational cultures exist in private, public, nonprofit, and
government arenas; subcultures are found in occupational groups within organizations; and microcultures exist within occupations inside and outside organizations
(Schein, 2010).
In this chapter, we focus on organizational culture before examining how culture more generally—in terms of countries, nationalities, ethnicities, and so on—can have
broad implications for leadership efficacy and success. While the first two chapters laid the foundation for understanding the nature of leadership, these final three
chapters show how leaders influence and shape organizations to achieve goals through communication, strategy, and teamwork. We begin this discussion with
organizational culture because it shares a mutually dependent relationship with these three dimensions: An organization's culture affects how people communicate,
how strategy is developed and implemented, and how people work in teams. Culture can also be defined in terms of these three dimensions. It is arguably the most
important internal organizational dimension. This chapter will also cover what is perhaps the more common usage of culture—international cultures—and how
different cultures and globalization present opportunities and challenges for leadership. Since organizational and national cultures are influenced by global trends—for
example, technology innovations, mergers and acquisitions, influx of international workers, and a mix of diverse values—leaders and followers must be able to
accommodate such changes in their organizations and teams. Understanding culture has a substantial payoff for everyone:
If we understand the dynamics of culture, we will be less likely to be puzzled, irritated, and anxious when we encounter the unfamiliar and
seemingly irrational behavior of people in organizations, and we will have a deeper understanding not only of why various groups of people or
organizations can be so different but also why it is so hard to change them. Even more important, if we understand culture better, we will
understand ourselves better and recognize some of the forces acting within us that define who we are. We will then understand that our
personality and character reflect the groups that socialized us and the groups with which we identify and to which we want to .
Employees are the lifeblood of any company. This is particularly tTanaMaeskm
Employees are the lifeblood of any company. This is particularly true for service-based companies where employees are required to deal directly with customers on an everyday basis. Human resource management (HRM) is the process of recruiting, training, and retaining the correct number and specific type of employees a company needs. Effective HRM is challenging for any organization, but it presents a very difficult task for companies like international hotel giant Hilton which employs over 414,000 team members around the globe.
Review the Hilton Case in your textbook and/or video at the following link:
https://tinyurl.com/wfpk5xuv (opens in new window). Respond to the following questions in the discussion forum:
1. What is one of the best kept secrets about hospitality according to Gretchen Stroud? What is Operation Opportunity?
2. The Hilton uses technology to screen candidates, so how do they bring that same “light and warmth” to the candidate experience? What's the major value of Hilton's Virtual Instructor Led Training (VILT) program?
3. How does a cafeteria-style benefits program work? Do employees generally like this type of structure? Why or why not?
Cultural Diversity in Business: A Critical Reflection
on the Ideology of Tolerance
J. Félix Lozano1 • Teresa Escrich2
Received: 12 January 2015 / Accepted: 6 March 2016 / Published online: 16 March 2016
� Springer Science+Business Media Dordrecht 2016
Abstract Cultural diversity is an increasingly important
phenomenon that affects not only social and political har-
mony but also the cohesion and efficiency of organisations.
The problems that firms have with regard to managing
cultural diversity have been abundantly studied in recent
decades from the perspectives of management theory and
moral philosophy, but there are still open questions that
require deeper reflection and broader empirical analysis.
Managing cultural diversity in organisations is of prime
importance because it involves harmonising different val-
ues, beliefs, credos and customs, and, in essence, human
identity. Taking into consideration these cultural differ-
ences and harmonising them is a human rights issue
(UNDP, Cultural liberty in today’s diverse world, 2004)
and a central dimension of corporate social responsibility.
Here we are going to focus on theoretical reflection about
the ideas that lie behind corporate policies and organisa-
tional initiatives that deal with cultural diversity. The aim
of our paper is twofold: to present a critical reflection on
the ideology of tolerance, and propose an ideology of
respect for dealing with cultural diversity. We start by
presenting the plurality of interpretations of the concept of
ideology, and justify its applicability to the field of cultural
diversity. We then reflect on the differences between
‘‘tolerance’’ and ‘‘respect’’ and identifying the practical
implications for managing cultural diversity. And finally,
we propose a culture of r ...
Creativity, innovation, and foresight are closely connected concepts.docxtaminklsperaw
Creativity, innovation, and foresight are closely connected concepts. This week's reading from the Cambridge Handbook of Creativity introduced the connections between individual creativity, an organization's capacity for innovation, and the ability to predict coming trends and other important developments successfully. The systematic approaches to creativity overviewed in this chapter offer a wide variety of means to foster creativity, but the most important knowledge you can gain from this reading is the fact that creativity is not an unexplainable phenomenon or a mysterious process. Rather, creativity can be approached systematically in order to seek out opportunities for innovation, based on foresight.
For this Discussion, you will analyze how foresight, creativity, and innovation are separate, yet interrelated, concepts. To prepare for the Discussion, read "Welcome to a World of Change: Life in the 21st century" (Puccio, et al, 2011) and "Moonshots for Management" (Hamel, 2009).
[removed]
Puccio, G. J., Mance, M., Switalski, L. B., & Reali, P. D. (2012).
Welcome to the world of change: Life in the 21st century
. In
Creativity rising: Creative thinking and creative problem solving in the 21st century
(pp. 13–20). Buffalo, NY: ICSC Press.
Puccio, G. J., Mance, M., Switalski, L. B., & Reali, P. D. (2012). Welcome to the world of change: Life in the 21st century. In Puccio, G.J., Mance, M., Switalski, L.B. et al. (Eds.), Creativity Rising: Creative thinking and creative problem solving in the 21st century (1st Ed.), (pp. 51–70). Buffalo, NY: ICSC Press. Copyright 2012 by ICSC Press. Reprinted by permission of Omniskills, LLC/ICSC Press
Many of us have probably felt frustrated that the world around us continues to change at an increasingly fast pace. A cell phone or tablet computer that was state of the art when purchased can be sadly out of date just one year later. The authors of this reading discuss the wide variety of changes we are experiencing today and explore how creative responses to the challenges presented by the rapid pace of change are necessary.
Also consider the tensions between innovation and creativity addressed in the article "Institutionalizing Ethical Innovation in Organizations: An Integrated Causal Model of Moral Innovation Decision Processes". Use this article as a foundation for evaluating creativity, foresight, and innovation within an ethical model.
Post
by
Day 7
of
Week 1
by selecting an organization – it could be a company or even a division of a company – and describing a situation that demonstrates this organization's foresight, creativity, and innovation within an ethical model. Consider your own experience as well as observation. Your post should provide an analysis of how the organization demonstrated each of these separate concepts in an interrelated and ethical way. Next, analyze the situation you have presented in light of foresight, creativity, and innovation in one of the following ways:
Analyze .
Ethics of Emotional Intelligence in OrganizationsNicolae Sfetcu
According to Richard Sennett, concepts such as flexibility, decentralization and control, work ethic and teamwork in the New Economy have led to disorientation and emotional and psychological undermining of the individual, stating that "a regime which provides human beings no deep reasons to care about on other cannot long preserve its legitimacy.” He defines the New Economy as the new form of "flexible capitalism".
DOI: 10.13140/RG.2.2.30905.39520
Essay On Nobel Prize Assignment History Free Essay Example. Check My Essay: Essay on nobel prize. Nobel prize winner Franco Modigliani Essay Example | Topics and Well ....
Entrepreneurial culture, profile of the leader and entrepreneurial orientatio...ijmvsc
Today, no company is safe from forces and pressures, which are exerted on it, because of a significant number of the requirements in particular as regards competitiveness, the need for change, or the crises, the deregulations and the cost of energy. To face this news gives, the company must reconsider its behaviors and its practices to renew itself, to open out and reinforce its international position in the market. Some of these practices form what one calls the entrepreneurial orientation.
For this reason, we will devote this paper for better encircling and apprehending the concept of entrepreneurial orientation and this, by focusing on its relation with the entrepreneurial culture and the profile of the leader in the specific case of the Tunisian companies.
Leadership, Culture, Communication, and Diversity3Chapt.docxDIPESH30
Leadership, Culture,
Communication, and Diversity3
Chapter 3 Outline
3.1 Leading and Influencing Organizational
Culture
Dimensions of Organizational Culture
Different Types of Cultures
3.2 Competing Values Framework:
A Cultural Perspective
Adaptive Culture
Clan Culture
Achievement Culture
Bureaucratic Culture
Leading and Shaping Culture
3.3 Leadership and Strategic Communication
The Communication Process Defined
Newer Forms of Communication
How to Use the Communication Process
3.4 Leaders as Champions of Strategic
Communication
Create an Open Climate for Dialogue
Emphasize Strategic Topics
Focus on the Customer
Share Responsibility
Give and Receive Feedback
3.5 Leadership Skills in Persuasion
Four Steps of Persuasion
Four Traps that lead to Persuasion Failure
wei6626X_03_c03_p089-138.indd 89 8/5/11 8:45 AM
CHAPTER 3Leadership, Culture, Communication, and Diversity
The word culture can mean different things to different people: Perhaps it conjures up images of fine art, museums, and orchestras. Or perhaps it is the word you use to
describe the shared patterns, behaviors, and artifacts of a country, region, or society. In
fact, culture does have different “layers” that interact. For example, macrocultures include
national, religious, ethnic, and occupational cultures that exist globally; organizational
cultures exist in private, public, nonprofit, and government arenas; subcultures are found
in occupational groups within organizations; and microcultures exist within occupations
inside and outside organizations (Schein, 2010).
In this chapter, we focus on organizational culture before examining how culture more
generally—in terms of countries, nationalities, ethnicities, and so on—can have broad
implications for leadership efficacy and success. While the first two chapters laid the
foundation for understanding the nature of leadership, these final three chapters show
how leaders influence and shape organizations to achieve goals through communication,
strategy, and teamwork. We begin this discussion with organizational culture because
it shares a mutually dependent relationship with these three dimensions: An organiza-
tion’s culture affects how people communicate, how strategy is developed and imple-
mented, and how people work in teams. Culture can also be defined in terms of these
three dimensions. It is arguably the most important internal organizational dimension.
This chapter will also cover what is perhaps the more common usage of culture—interna-
tional cultures—and how different cultures and globalization present opportunities and
challenges for leadership. Since organizational and national cultures are influenced by
global trends—for example, technology innovations, mergers and acquisitions, influx of
international workers, and a mix of diverse values—leaders and followers must be able to
accommodate such changes in their organizations and teams. Understanding culture has
a substantial payoff ...
The creation and maintenance of corporate culture is discussed with a strong emphasis on spiritual interdependency and how it affects the current workplace.
And while spiritualism is emphasized, values are clearly the building blocks of culture itself.
Rakhee rachel rajan organisational culture -1-RakheeRachel
This document provides an overview of organizational culture. It discusses perspectives on organizational culture including integration, differentiation, and fragmentation. Key factors that shape organizational culture are artifacts, espoused values, and underlying assumptions. Organizational cultures can be classified into four types: control (hierarchy), compete (market), collaborate (clan), and create (adhocracy). Company culture is influenced by subcultures within departments. Important issues in shaping organizational culture include creating a climate for change, leadership, employee engagement, team orientation, tracking cultural change, and training/rewards. Organizational culture can impact performance, and merging cultures presents challenges.
This document provides an overview of abstract expressionism. It discusses how abstract expressionism used cultural references like the tragic, unconscious, and primitive to create a unique evocative style of painting. It notes how abstract expressionism differed from surrealism by being more direct and violent in scale. The document also explores how artists like Rothko and Pollock saw their large-scale works as conveying sublime or tragic emotions that could transport viewers. Key techniques like decontextualized primitive symbols are also summarized.
1) The document outlines several projects in Italy that aim to reinvent work and organizations through cultural projects and a memetics perspective.
2) It describes initiatives like Progetto eXtra which fosters intercultural exchange, and Generazione APP which introduces new technologies into schools.
3) The projects seek to build "eco-cultural systems" by applying concepts from fields like memetics, economics and education to create collaborative communities through ideas and resource sharing.
How to write a film analysis essay by Franz Morales - Issuu. 008 Film Evaluation Essay Example On Movie How To Write Review Analysis .... 020 Year9shortfilmcharacterisationessay Phpapp02 Thumbnail Film Essay .... Best Film Analysis Essay Examples PNG - scholarship. Film Essay.
This essay discusses abstract expressionism, considered a triumph in 20th century American art. It influenced generations of artists. The essay notes abstract expressionism used cultural references like the tragic, unconscious, and primitive to create a unique evocative style. While some see it as similar to surrealism, abstract expressionism worked more directly and violently on a larger physical scale. Rothko saw clouds of color in his paintings as abstract performers with tragic or ethereal qualities, and scale was important to the emotional effect on viewers. Artists were inspired by primitive art but removed symbols from their original contexts.
Organizational culture has been identified as a mediating variable in this study. There are many
terms used by different researchers to denote organizational culture. Similarly, there are many
definitions of organizational culture. This report mainly focuses on Organization Culture and
Behavior on Chaudhary Group, a leading company based in Nepal. The report gives
information based on analysis of workplace culture in Chaudhary Group, how they deal with
the positive and negative impacts of organization culture prevalent in the company, followed
by the conclusion including challenges that the company will face in the time to come.
Based on study and findings from various sources, culture at CG includes areas like creating
value for customers, nation, entrepreneurship, humility, etc. that play vital roles in causing
positive and negative impact and how CG behaves within and outside the company. Overall,
there are many positive as well as negative impacts that affect how the CG operates.
All in all, we can say that CG has its own strengths, weaknesses, opportunities and threats that
are determined by CG culture.
This document provides an abstract and introduction for a lecture on avoiding humiliation through intercultural and global interhuman communication. The author argues that focusing solely on cultural differences can have both benign and malign effects, and that constructing a new inclusive and diverse global culture is needed to address worldwide issues of humiliation and inequality. Intercultural communicators are well-positioned to help build this new global culture by selectively employing useful aspects of cultural commonalities and differences in a way that respects individual human rights and dignity for all people.
This document summarizes a study that examines the relationship between individualism, work ethic, and consumerism across cultures. It reviews past literature showing individualism and work ethic are positively correlated with consumerism. However, the study aims to show ethical values can temper consumerism for individualists. It collected data in the US and Taiwan to test if relationships between individual values and consumer beliefs differ between cultures. The study developed measures of work ethic and consumerism to apply across cultures and used structural equation modeling to analyze relationships between individualism, work ethic, consumer ethics and consumerism.
My Dream House Essay Essay on My Dream House for Students and .... My Dream House Essay / Dream house Essay Example - Essay framework .... descriptive essay on my dream house - Brainly.in. My dream house essay. 24/7 Homework Help.. My Dream House / Essays / ID: 303736. Sample essay of my dream house - essaypersuade.x.fc2.com. my dream house essay essay writing dream house popular dissertation .... My dream house. My dream house essay for class 4. My dream house Essay Example for .... My dream house essay for class 1. my essay: Essay 3: My Dream. 2019-01-10. 1 My dream house essay. Homework Help Sites.. How to Write an Essay About My Dream House With Example. Writing about dream house. How to Write an Essay About My Dream House .... My dream home essay. 50 My Dream Essay Topics, Titles amp; Examples In .... Current home to your dream home Essay Example Topics and Well Written .... My Sweet Home Essay In English Paragraph On My Dream House The House .... 10 lines essay on My Dream House essay writing English writing .... My Dream House Essay in English for Classes 1,2,3 Students 10 Lines .... Dream house essay with its surroundings. Descriptive essay my dream home. write me a essay. My Dream House Essay.pdf - My Dream House Essay By Flynn Hickey My .... my dream house essays a good plan to describe your dream. Write An Essay About My Dream House - My dream house Essay. Dream house essay ideas. Dream House Essay free essay sample. 2019-02-24. Write an essay on My Dream House in English Essay writing - YouTube. My Dream House Essay Example - 100, 200 Words. 002 Dream Essay Thatsnotus My Dream Home Essay My Dream Home Essay
My Dream House Essay | Essay on My Dream House for Students and .... My Dream House Essay / Dream house Essay Example - Essay framework .... descriptive essay on my dream house - Brainly.in. My dream house essay. 24/7 Homework Help.. My Dream House / Essays / ID: 303736. Sample essay of my dream house - essaypersuade.x.fc2.com. my dream house essay essay writing dr
This document discusses the organizational culture of General Electric (GE). It provides an overview of GE's business segments and operations globally. It then discusses models of organizational culture, focusing on Harrison's model which examines culture across four dimensions: power-oriented, role-oriented, achievement-oriented, and support-oriented. The document analyzes GE's culture in Singapore, noting its emphasis on risk-taking, integrity, and performance-based evaluation systems. It indicates GE's culture has evolved under new leadership to become more open while still stressing metrics and values.
This document discusses organizational culture and its impact on creativity and innovation. It defines culture as shared values, beliefs, and behavioral norms that are learned by organizational members. Certain cultural norms like idea generation, risk-taking and tolerance of mistakes promote creativity, while others like teamwork and flexibility support innovation implementation. Strong cultures can help drive innovation if they foster these types of norms and allow for social cohesion, but not if they overly demand conformity. In summary, an organization's culture plays a key role in shaping its creative processes.
Examples Of Compare And Contrast Essays For Issuu -Lisa Garcia
The document discusses several papers on brain tumor detection methods, noting that K.Bhime et al. proposed a method with higher accuracy than previous approaches. It also states that most studies only focus on tumor detection and neglect analyzing the internal brain structure, which is important for disease detection. The paper by Pavel Dvorak et al. presents an algorithm that takes a 2D T2 weighted MRI of the brain as input to identify potential problem regions in the brain.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Employees are the lifeblood of any company. This is particularly tTanaMaeskm
Employees are the lifeblood of any company. This is particularly true for service-based companies where employees are required to deal directly with customers on an everyday basis. Human resource management (HRM) is the process of recruiting, training, and retaining the correct number and specific type of employees a company needs. Effective HRM is challenging for any organization, but it presents a very difficult task for companies like international hotel giant Hilton which employs over 414,000 team members around the globe.
Review the Hilton Case in your textbook and/or video at the following link:
https://tinyurl.com/wfpk5xuv (opens in new window). Respond to the following questions in the discussion forum:
1. What is one of the best kept secrets about hospitality according to Gretchen Stroud? What is Operation Opportunity?
2. The Hilton uses technology to screen candidates, so how do they bring that same “light and warmth” to the candidate experience? What's the major value of Hilton's Virtual Instructor Led Training (VILT) program?
3. How does a cafeteria-style benefits program work? Do employees generally like this type of structure? Why or why not?
Cultural Diversity in Business: A Critical Reflection
on the Ideology of Tolerance
J. Félix Lozano1 • Teresa Escrich2
Received: 12 January 2015 / Accepted: 6 March 2016 / Published online: 16 March 2016
� Springer Science+Business Media Dordrecht 2016
Abstract Cultural diversity is an increasingly important
phenomenon that affects not only social and political har-
mony but also the cohesion and efficiency of organisations.
The problems that firms have with regard to managing
cultural diversity have been abundantly studied in recent
decades from the perspectives of management theory and
moral philosophy, but there are still open questions that
require deeper reflection and broader empirical analysis.
Managing cultural diversity in organisations is of prime
importance because it involves harmonising different val-
ues, beliefs, credos and customs, and, in essence, human
identity. Taking into consideration these cultural differ-
ences and harmonising them is a human rights issue
(UNDP, Cultural liberty in today’s diverse world, 2004)
and a central dimension of corporate social responsibility.
Here we are going to focus on theoretical reflection about
the ideas that lie behind corporate policies and organisa-
tional initiatives that deal with cultural diversity. The aim
of our paper is twofold: to present a critical reflection on
the ideology of tolerance, and propose an ideology of
respect for dealing with cultural diversity. We start by
presenting the plurality of interpretations of the concept of
ideology, and justify its applicability to the field of cultural
diversity. We then reflect on the differences between
‘‘tolerance’’ and ‘‘respect’’ and identifying the practical
implications for managing cultural diversity. And finally,
we propose a culture of r ...
Creativity, innovation, and foresight are closely connected concepts.docxtaminklsperaw
Creativity, innovation, and foresight are closely connected concepts. This week's reading from the Cambridge Handbook of Creativity introduced the connections between individual creativity, an organization's capacity for innovation, and the ability to predict coming trends and other important developments successfully. The systematic approaches to creativity overviewed in this chapter offer a wide variety of means to foster creativity, but the most important knowledge you can gain from this reading is the fact that creativity is not an unexplainable phenomenon or a mysterious process. Rather, creativity can be approached systematically in order to seek out opportunities for innovation, based on foresight.
For this Discussion, you will analyze how foresight, creativity, and innovation are separate, yet interrelated, concepts. To prepare for the Discussion, read "Welcome to a World of Change: Life in the 21st century" (Puccio, et al, 2011) and "Moonshots for Management" (Hamel, 2009).
[removed]
Puccio, G. J., Mance, M., Switalski, L. B., & Reali, P. D. (2012).
Welcome to the world of change: Life in the 21st century
. In
Creativity rising: Creative thinking and creative problem solving in the 21st century
(pp. 13–20). Buffalo, NY: ICSC Press.
Puccio, G. J., Mance, M., Switalski, L. B., & Reali, P. D. (2012). Welcome to the world of change: Life in the 21st century. In Puccio, G.J., Mance, M., Switalski, L.B. et al. (Eds.), Creativity Rising: Creative thinking and creative problem solving in the 21st century (1st Ed.), (pp. 51–70). Buffalo, NY: ICSC Press. Copyright 2012 by ICSC Press. Reprinted by permission of Omniskills, LLC/ICSC Press
Many of us have probably felt frustrated that the world around us continues to change at an increasingly fast pace. A cell phone or tablet computer that was state of the art when purchased can be sadly out of date just one year later. The authors of this reading discuss the wide variety of changes we are experiencing today and explore how creative responses to the challenges presented by the rapid pace of change are necessary.
Also consider the tensions between innovation and creativity addressed in the article "Institutionalizing Ethical Innovation in Organizations: An Integrated Causal Model of Moral Innovation Decision Processes". Use this article as a foundation for evaluating creativity, foresight, and innovation within an ethical model.
Post
by
Day 7
of
Week 1
by selecting an organization – it could be a company or even a division of a company – and describing a situation that demonstrates this organization's foresight, creativity, and innovation within an ethical model. Consider your own experience as well as observation. Your post should provide an analysis of how the organization demonstrated each of these separate concepts in an interrelated and ethical way. Next, analyze the situation you have presented in light of foresight, creativity, and innovation in one of the following ways:
Analyze .
Ethics of Emotional Intelligence in OrganizationsNicolae Sfetcu
According to Richard Sennett, concepts such as flexibility, decentralization and control, work ethic and teamwork in the New Economy have led to disorientation and emotional and psychological undermining of the individual, stating that "a regime which provides human beings no deep reasons to care about on other cannot long preserve its legitimacy.” He defines the New Economy as the new form of "flexible capitalism".
DOI: 10.13140/RG.2.2.30905.39520
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Entrepreneurial culture, profile of the leader and entrepreneurial orientatio...ijmvsc
Today, no company is safe from forces and pressures, which are exerted on it, because of a significant number of the requirements in particular as regards competitiveness, the need for change, or the crises, the deregulations and the cost of energy. To face this news gives, the company must reconsider its behaviors and its practices to renew itself, to open out and reinforce its international position in the market. Some of these practices form what one calls the entrepreneurial orientation.
For this reason, we will devote this paper for better encircling and apprehending the concept of entrepreneurial orientation and this, by focusing on its relation with the entrepreneurial culture and the profile of the leader in the specific case of the Tunisian companies.
Leadership, Culture, Communication, and Diversity3Chapt.docxDIPESH30
Leadership, Culture,
Communication, and Diversity3
Chapter 3 Outline
3.1 Leading and Influencing Organizational
Culture
Dimensions of Organizational Culture
Different Types of Cultures
3.2 Competing Values Framework:
A Cultural Perspective
Adaptive Culture
Clan Culture
Achievement Culture
Bureaucratic Culture
Leading and Shaping Culture
3.3 Leadership and Strategic Communication
The Communication Process Defined
Newer Forms of Communication
How to Use the Communication Process
3.4 Leaders as Champions of Strategic
Communication
Create an Open Climate for Dialogue
Emphasize Strategic Topics
Focus on the Customer
Share Responsibility
Give and Receive Feedback
3.5 Leadership Skills in Persuasion
Four Steps of Persuasion
Four Traps that lead to Persuasion Failure
wei6626X_03_c03_p089-138.indd 89 8/5/11 8:45 AM
CHAPTER 3Leadership, Culture, Communication, and Diversity
The word culture can mean different things to different people: Perhaps it conjures up images of fine art, museums, and orchestras. Or perhaps it is the word you use to
describe the shared patterns, behaviors, and artifacts of a country, region, or society. In
fact, culture does have different “layers” that interact. For example, macrocultures include
national, religious, ethnic, and occupational cultures that exist globally; organizational
cultures exist in private, public, nonprofit, and government arenas; subcultures are found
in occupational groups within organizations; and microcultures exist within occupations
inside and outside organizations (Schein, 2010).
In this chapter, we focus on organizational culture before examining how culture more
generally—in terms of countries, nationalities, ethnicities, and so on—can have broad
implications for leadership efficacy and success. While the first two chapters laid the
foundation for understanding the nature of leadership, these final three chapters show
how leaders influence and shape organizations to achieve goals through communication,
strategy, and teamwork. We begin this discussion with organizational culture because
it shares a mutually dependent relationship with these three dimensions: An organiza-
tion’s culture affects how people communicate, how strategy is developed and imple-
mented, and how people work in teams. Culture can also be defined in terms of these
three dimensions. It is arguably the most important internal organizational dimension.
This chapter will also cover what is perhaps the more common usage of culture—interna-
tional cultures—and how different cultures and globalization present opportunities and
challenges for leadership. Since organizational and national cultures are influenced by
global trends—for example, technology innovations, mergers and acquisitions, influx of
international workers, and a mix of diverse values—leaders and followers must be able to
accommodate such changes in their organizations and teams. Understanding culture has
a substantial payoff ...
The creation and maintenance of corporate culture is discussed with a strong emphasis on spiritual interdependency and how it affects the current workplace.
And while spiritualism is emphasized, values are clearly the building blocks of culture itself.
Rakhee rachel rajan organisational culture -1-RakheeRachel
This document provides an overview of organizational culture. It discusses perspectives on organizational culture including integration, differentiation, and fragmentation. Key factors that shape organizational culture are artifacts, espoused values, and underlying assumptions. Organizational cultures can be classified into four types: control (hierarchy), compete (market), collaborate (clan), and create (adhocracy). Company culture is influenced by subcultures within departments. Important issues in shaping organizational culture include creating a climate for change, leadership, employee engagement, team orientation, tracking cultural change, and training/rewards. Organizational culture can impact performance, and merging cultures presents challenges.
This document provides an overview of abstract expressionism. It discusses how abstract expressionism used cultural references like the tragic, unconscious, and primitive to create a unique evocative style of painting. It notes how abstract expressionism differed from surrealism by being more direct and violent in scale. The document also explores how artists like Rothko and Pollock saw their large-scale works as conveying sublime or tragic emotions that could transport viewers. Key techniques like decontextualized primitive symbols are also summarized.
1) The document outlines several projects in Italy that aim to reinvent work and organizations through cultural projects and a memetics perspective.
2) It describes initiatives like Progetto eXtra which fosters intercultural exchange, and Generazione APP which introduces new technologies into schools.
3) The projects seek to build "eco-cultural systems" by applying concepts from fields like memetics, economics and education to create collaborative communities through ideas and resource sharing.
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This essay discusses abstract expressionism, considered a triumph in 20th century American art. It influenced generations of artists. The essay notes abstract expressionism used cultural references like the tragic, unconscious, and primitive to create a unique evocative style. While some see it as similar to surrealism, abstract expressionism worked more directly and violently on a larger physical scale. Rothko saw clouds of color in his paintings as abstract performers with tragic or ethereal qualities, and scale was important to the emotional effect on viewers. Artists were inspired by primitive art but removed symbols from their original contexts.
Organizational culture has been identified as a mediating variable in this study. There are many
terms used by different researchers to denote organizational culture. Similarly, there are many
definitions of organizational culture. This report mainly focuses on Organization Culture and
Behavior on Chaudhary Group, a leading company based in Nepal. The report gives
information based on analysis of workplace culture in Chaudhary Group, how they deal with
the positive and negative impacts of organization culture prevalent in the company, followed
by the conclusion including challenges that the company will face in the time to come.
Based on study and findings from various sources, culture at CG includes areas like creating
value for customers, nation, entrepreneurship, humility, etc. that play vital roles in causing
positive and negative impact and how CG behaves within and outside the company. Overall,
there are many positive as well as negative impacts that affect how the CG operates.
All in all, we can say that CG has its own strengths, weaknesses, opportunities and threats that
are determined by CG culture.
This document provides an abstract and introduction for a lecture on avoiding humiliation through intercultural and global interhuman communication. The author argues that focusing solely on cultural differences can have both benign and malign effects, and that constructing a new inclusive and diverse global culture is needed to address worldwide issues of humiliation and inequality. Intercultural communicators are well-positioned to help build this new global culture by selectively employing useful aspects of cultural commonalities and differences in a way that respects individual human rights and dignity for all people.
This document summarizes a study that examines the relationship between individualism, work ethic, and consumerism across cultures. It reviews past literature showing individualism and work ethic are positively correlated with consumerism. However, the study aims to show ethical values can temper consumerism for individualists. It collected data in the US and Taiwan to test if relationships between individual values and consumer beliefs differ between cultures. The study developed measures of work ethic and consumerism to apply across cultures and used structural equation modeling to analyze relationships between individualism, work ethic, consumer ethics and consumerism.
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This document discusses the organizational culture of General Electric (GE). It provides an overview of GE's business segments and operations globally. It then discusses models of organizational culture, focusing on Harrison's model which examines culture across four dimensions: power-oriented, role-oriented, achievement-oriented, and support-oriented. The document analyzes GE's culture in Singapore, noting its emphasis on risk-taking, integrity, and performance-based evaluation systems. It indicates GE's culture has evolved under new leadership to become more open while still stressing metrics and values.
This document discusses organizational culture and its impact on creativity and innovation. It defines culture as shared values, beliefs, and behavioral norms that are learned by organizational members. Certain cultural norms like idea generation, risk-taking and tolerance of mistakes promote creativity, while others like teamwork and flexibility support innovation implementation. Strong cultures can help drive innovation if they foster these types of norms and allow for social cohesion, but not if they overly demand conformity. In summary, an organization's culture plays a key role in shaping its creative processes.
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The document discusses several papers on brain tumor detection methods, noting that K.Bhime et al. proposed a method with higher accuracy than previous approaches. It also states that most studies only focus on tumor detection and neglect analyzing the internal brain structure, which is important for disease detection. The paper by Pavel Dvorak et al. presents an algorithm that takes a 2D T2 weighted MRI of the brain as input to identify potential problem regions in the brain.
Similar to Pierfrancesco Bresolini - Cucinelli's organisational culture (20)
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1. Nottingham University Business School
MSc in Business and Management
2015/16
Individual Coursework Coversheet – Electronic
Submission
NAME: Pierfrancesco Bresolini Eibenstein
Student ID: 4257378
MODULE TITLE: Managing People and Organisations
(N14135 UK)
2. The enlightened entrepreneur: philanthropy and ethical capitalism
of the Italian fashion company Brunello Cucinelli
Table of Contents
Introduction .......................................................................................... 1
1 Literature Review ................................................................................ 2
2 The company: Brunello Cucinelli............................................................ 3
3 Analysis ............................................................................................. 5
Conclusion............................................................................................. 8
List of References
3. 1
Introduction
In recent years, the financial crisis has characterised the global economy. The focus on
profit has led the direction of business at the expense of employees, people and society.
Moreover, many companies have delocalised their production to countries where the cost
of labour is less expensive. These aspects have not helped in the creation of a strong
organisational culture. However, the case of the Italian clothing company Brunello
Cucinelli demonstrates the possibility of running a highly successful business based on
strong values of respect and ethics.
Philanthropy and ethical capitalism are such important and rare aspects
nowadays. However, a strong organisational culture focused on the well-being of
employees and stakeholders created by a founder, combined with a non-diversified
business neither geographically nor economically, could pose some significant risks.
According to Beckhard and Dyer (1983), the presence of only one owner with the power
for total decision-making is extremely risky in terms of succession after their death and
the subsequent continuity of that positive organisational culture. This is traditionally a
problem for Italian family-run businesses.
This risk seems to be greater in the specific case of the company Brunello
Cucinelli, where also issues of size, relationship with trade unions, talent attractions,
business continuity and growth can be identified as potential issues.
The purpose of this essay is to analyse the various positive and negative aspects
of the strong organisational culture at Brunello Cucinelli, with specific focus on the
benefits and risks. The paper will be divided into three sections. Section one will describe
the main theories and literature review relevant to this case study, followed by the
history and the main characteristics of this particular company in section two. The last
section will offer an in-depth analysis of the values of the company, with the aim of a
complete evaluation of the potential risks of such an organisational culture at Brunello
Cucinelli. A final discussion section is presented before concluding the paper.
4. 2
1 Literature Review
In 1985, Schein published the first edition of his book Organizational Culture and
Leadership in which he started to identify three different levels of organisational culture.
These three levels are: artifacts, espoused beliefs and values, understanding assumption
(Schein, 1996). In specific, Mullins (2011: 451) defines artifacts as “physical space and
layout, the technological output, written and spoken language and the overt behaviour of
group members”. This classification is important in helping to understand the different
levels of organisational culture. However, what really is organisational culture? One
simple definition of organisational culture is given by Deal and Kennedy (1982: 4): “the
way we do things round here”. Another definition from Morgan (2006: 116) is: “the
pattern of development reflected in a society’s system of knowledge, ideology, values,
laws, and day-do-day ritual”.
Different countries have developed different cultures with very different
approaches. For instance, take the case of Western culture compared to Eastern culture.
Morgan (2006) describes the differences between individualistic American companies and
collectivistic Japanese companies. Japanese culture is the result of a long tradition based
on honour and the military, in which “the spirit of service of samurai” was a cultural
value (Morgan, 2006: 118). In modern Japanese society, this spirit of service has been
translated into a strong bond between people, and between corporation and employees
(Morgan, 2006). Wilson (2014: 230) indicates the concept of “Confucian dynamism” in
which the long-term approach of this philosophy describes change and adaptation with
respect to traditions as is the case in Japan. Given this, companies in Japan, as well as
the East in general, are flexible; they give something back to the people and this spirit of
cooperation ensures a high degree of involvement of people in companies: “everyone is
expected to perform at the best of his or her ability” (Morgan, 2006: 120). Instead,
American companies are rigid, they want to be the winner, the focus is on profits and the
means of achieving this is by exploiting employees (Morgan, 2006). This practice
exacerbates conflicts and divisions in the workplace between employers and employees
(Morgan, 2006). This lack of willingness to change and give, and lack of ability to see
5. 3
changes and adapt to them combined with the modern crisis of values was a major
factor behind the 2008 economic crisis (Rose, 2010). Similarly, organisational climate
plays a fundamental role in terms of employee commitment, engagement and,
ultimately, loyalty. Mullins (2011) defines organisational climate as something intangible
yet something that can be felt. She underlines the importance of creating a positive
climate in order to motivate people to work, to secure their commitment, to engage
employees and for their psychological well-being. By increasing the quality of work on
offer, employee loyalty increases correspondingly.
Finally, it is important to understand the possible relationship between
organisational culture and work motivation. Herzberg (1966) introduced the theory of
hygiene factors and motivators. Hygiene factors do not motivate people but if they are
not satisfied, the result is dissatisfaction and malcontent in the workforce. On the other
hand, motivators facilitate positive satisfaction. However, if they are not satisfied, they
do not generate dissatisfaction. Motivators are simply additional incentives that can
motivate workers.
2 The company: Brunello Cucinelli
Brunello Cucinelli was born in 1953 in Castel Rigone, in the province of Perugia (Italy),
and hailed from a humble family of farmers (Rinaldi, 2014). When he was 15, his family
left the countryside and moved to the suburbs where his father secured a job in a factory
(Nalley, 2013). Brunello enrolled on a diploma course to become a building surveyor but
he left university in 1975 before finishing it (Rinaldi, 2014). Two events in this period of
life greatly influenced Cucinelli: the insults thrown at him by classmates because of his
rustic dialect and the sadness of his father at home after being humiliated in the
workplace (Friedman, 2013). The latter, in particular, hurt him: “I would see him in the
evening silent and troubled at times, however, when during the day he had been
subjected to humiliations, sometimes even insults from his employer” (Cucinelli, 2010:
13). From that point on, the concept of a need for ethics was born within him: “I don’t
6. 4
know what I will do with my life, but whatever it is, I will do it for the dignity of
humankind” (Nalley, 2013: 81). Inspired by Luciano Benetton, who was producing multi-
coloured woollen sweaters, he decided to apply the same strategy to cashmere sweaters,
which were usually grey or black at that time (Davis, 2015). In 1978, he founded his
company with no finances and by asking friends to lend him the first kilograms of
cashmere and he sold the first 53 sweaters in Bolzano (Nalley, 2013). Since that point,
the company now has 1400 employees, 3000 independent contractors in the region and
in 2014 posted a revenue of £251 million (Proietti, 2015). In 2012, he went public via an
IPO in the Borsa Italiana of Milan (LaRocca, 2014a). The market appreciated his
philosophy and during the initial days of trading, the company’s share value increased by
over 50% (Rinaldi, 2014). In fact, it is because of Cucinelli’s philosophy that his
company is so interesting. He states: “if I give you the right conditions to work, and I
put you in a beautiful place, where you feel a little bit better about yourself because you
know your work is being used for something greater than producing a profit, maybe you
will get more creative, maybe you will want to work more” (Mead, 2010). Brunello
Cucinelli has built a special company with a special philosophy. Operating in the absolute
luxury sector, the Italian produces clothes of extremely high quality and sells them at
equally high prices (Davis, 2015). The sweaters retail at about £1,500-2,000 each.
Meanwhile, Cucinelli has also bought and restructured the medieval hamlet of Solomeo,
in the province of Perugia, and home to the company’s headquarters. In 2009, Cucinelli
won the EY prize for “Italian Entrepreneur of the Year” and in 2010, he received a
honorary degree from the University of Perugia (Cucinelli, 2010).
7. 5
3 Analysis
During the last decade, many luxury brands, including Italian brands, have delocalized
their production to countries where the cost of labour is lower (Kapferer, 2012).
Furthermore, during the crisis of 2008, many companies made employees redundant and
rationalized their cost structures and investments (Rose, 2010). However, in amongst
this backdrop, cohesion between employer and employees at Brunello Cucinelli actually
strengthened. Cucinelli assembled all the workers, declared that nobody would be let go
and said: “tomorrow will be another day. Don’t be scared. We’ll all work harder and be
more creative” (Gwyther, 2014: 40). In 2009, Cucinelli showcased the company’s most
beautiful collection, which went on to secure its highest sales for a single collection. “This
because people felt esteemed” declared Cucinelli (Gwyther, 2014: 40). In this company,
there is a sense of belonging as there is, as previously mentioned, in Japanese
companies. People want to be part of something (Goffee and Jones, 2013), they want to
be appreciated and respected for what they do. This is an important motivator factor
according to Herzberg.
“I decided that I would work toward improving human dignity, and this has been
my lifelong objective” stated Cucinelli (EY, n.d.). This is the starting point of his
philosophy. He has invested a lot for the wellbeing of his people. In accordance to
Schein’s notion of artifacts, the company headquarters in Solomeo is in an ancient castle
with open space workplaces and the canteen resembles an old inn where good quality
homemade meals are served for only £2.20 (Davis, 2015). Cucinelli usually eats with his
employees, and everybody, including Cucinelli himself, is obliged to work daily from
8am-5.30pm. He strongly recommends not sending work emails after 5.30pm because
according to Cucinelli, “people need their rest. If I make you overwork, I have stolen
your soul” (Pendleton, 2015). In terms of artifacts, other facilities at company
headquarters include a library and a theatre. Additionally, Cucinelli usually organises
cultural events for employees and their families (Friedman, 2013).
In terms of salary, his employees are paid 20% more than the market rate and
there are many benefits in terms of friendship, freedom and quality of work life
8. 6
(LaRocca, 2014b). In fact, LaRocca, after visiting Solomeo, stated: “When I visited the
factory and surrounding facilities, employees related to each other as long-time friends
would, or even as family members“ (LaRocca, 2014b: 10). In contrast to a case study by
Garvin (2014), where the Indian company described had a staff turnover of 35%,
employees are happy to work for Cucinelli. Staff turnover turnover is low and Cucinelli’s
School of Crafts received 15 times more applications than places offered (Gwyther,
2014). Cucinelli in 2001 founded the School of Craft with the aim to “re-install the sense
of dignity in these professions” (Koh, 2015: 90). People are recognised for their work
and this is an important motivator.
In his company, it is possible to recognise the concept of long-term “Confucian
dynamism”, in which there is adaptation with respect to traditions. Cucinelli takes
strength from tradition. He is of proud his traditions, nationality and religious beliefs and
has based his company ethics on these.
Despite all the positivity, there is, however, one issue that persists, namely that
of how to attract the best talent. The company does not have offices in elite cities such
as London or Milan, and it is difficult to attract young brilliant managers to work in
Solomeo, as stated by Cucinelli (LaRocca, 2014b). Another issue could be the ever-
increasing size and scope of Cucinelli’s company. According to Mullins (2011), as
companies become larger, problems in terms of more formalised cultures and structures
in a less-friendly environment can arise. This can accordingly affect employee
participation in a company. Furthermore, Cucinelli’s business is not diversified, unlike
LVMH or Armani for example, and the subsequent risks related to being a mono-business
are magnified.
Like American companies, Cucinelli works on capitalist principles and accordingly,
his objective to make profit. However, unlike his US counterparts, he wants to make
those profits healthier based on a cycle of natural growth (Koh, 2015). He says: “if you
are an investor, I hope that you will stay with me for three, four, ten years. But if you
ask me to make profits in ways that I have to change my allure, I won’t do that. I won’t
lose my identity” (Nalley, 2013: 83). In terms of profit distribution, as Goffee and Jones
9. 7
(2013) describe in the case of Waitrose, Cucinelli shares part of the profits with his
employees and part with his Foundation which aims to undertake many charity activities.
Such ventures have included the restoration of old public Italian buildings or the
construction of a hospital in Malawi (LaRocca, 2014b). Sharing profits with employees is
also a practical way of involving employees in an organisation, as well as securing their
loyalty and commitment at work (Eibenstein, 1978). However, despite Cucinelli’s
generally excellent relationship with his stakeholders, one important issue to consider is
his poor relationship with trade unions. In his company, trade unions do not exist and
consequently, this raises an issue when it comes to employee rights. The business may
be operating well at the moment under an entrepreneur who has built an ethical and
philanthropic environment, but if matters change in the future, employee rights may not
be guaranteed given the non-existence of trade unions. Employee rights are all based on
the unwritten magnanimity of Cucinelli and, even if there has been a Code of Ethics since
2011, it is only his personality that leads the company’s strong and positive
organisational culture.
Fenner (2015) may define Cucinelli as “probably the best boss ever”, but within
that description lies possibly the most significant risk to the company’s continuing future
success. According to Rinaldi (2014), the biggest risk for this company is the over-
dependence on its founder and CEO Brunello Cucinelli. Morgan (2006) states that in
order to developing a strong corporate culture, it is necessary to have a charismatic
leader. Cucinelli is a charismatic leader and everyone admires him for his coherence. He
has two daughters but he has stated: “you cannot inherit a company. You can acquire
the ownership but not the ability to run it” (Gwyther, 2014: 40). Cucinelli considers
himself as just a temporary custodian of the company, and sees the stock market as its
future custodian (Nalley, 2013). However, having a “future custodian” brings the risk of
a different management style as well as different values. The problem of continuity
within the company and its organisational culture will come to a head when Cucinelli is
no longer able to manage it.
10. 8
Conclusion
A strong organisational culture is vital if employees are to be engaged in the running of a
business. However, if this culture is created and led by a charismatic entrepreneur, the
most pressing risk is continuity of the culture after that entrepreneur is no longer in
charge. This paper described the particular case of Brunello Cucinelli, in which an
entrepreneur has built an enlightened company where human rights are respected and
the well-being of employees is a priority.
In the analysis, the main characteristics and risks of the company are described.
It was concluded that a strong and positive organisational culture is vital to engage
employees, and so gain their trust and loyalty. This case study also demonstrates that it
is possible to run an ethically capitalist venture able to make profits even during a period
of economic crisis.
This analysis was conducted using only secondary data through internet research.
It would be interesting to personally visit the headquarters of Brunello Cucinelli in
Solomeo and obtain primary data. In terms of limitations, some other details and
aspects of this company have not been included in this paper and further research could
be carried out on this fascinating company. It is interesting to see how ethics in business
can yield important results and it would also be desirable if other organisations became
aware of this.
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