Corporate Culture HRM Practices and Customer Satisfaction- Sample

Question: Discuss about the Corporate Culture HRM Practices and Customer Satisfaction. Answer: E-learning Activities When developing a culture-based organisation, the interconnection between its benefits, it will have for both employees and the customers. All the affected groups by the new structure should be satisfied with the culture that is being implemented. However, it takes different measures in order to develop such a company. First, the core values of the institutions are to be clear and relevant to the proposed culture. Since a companys mission and values are always predetermined, the companys purpose can be extracted from them more easily. This makes it easier to design a culture that will not only support employee retention but also ensure customers are satisfied (Galpin, Whitttington, and Bell, 2015). Zappos is among the companies that have adopted a culture-based approach in their operations. Second, leadership is pivotal in designing, implementing and maintain a corporate culture in any organisation. In the case of Zappos, the leaders motivated the employees and made them conform to the culture by making them believe that benefits them all. Consequently, the impact will be carried on to the clients thus increasing the market niche. Third, when changing to a culture-based format, consistency is necessary. Programs aimed at improving performance and productivity of the workforce should be frequent for it to become a culture (Rishi and Moghe, 2013). Lastly, when recruiting employees, it is essential to match their competencies with the companys culture. According to Taylor (2008), the engagement between the customers and employees needs to be equal for a culture to flourish. This forces the companies to design a recruitment procedure that will tap diverse but relevant skills to their culture. Big firms like Apple Inc., Nike Inc. Amazon and Samsung Inc. are currently utilizi ng this aspect of selection. For organizations that use a leadership style that is decentralized and no power, differences are experienced, goals are equally shared and responsibilities evenly distributed. Again, considering the community from which the business sources most of its customers is necessary. This can be through Corporate Social Responsibility programs. With Such an approach, the society will become aware of the organizations culture hence attracting potential consumers. Structure and Strategy Organizational structure and strategy are crucial elements that any companies need to have to achieve its goals more easily. In cases where a company does not have a formal structure or strategy, its goals, and responsibilities arrangements together act as the combination of the two elements. It is thus vital to mention that the structure of any organisation follows its strategy (Shapiro, 2017). Companies are formed to accomplish particular milestones/missions, and this mission needs a team of competent persons to execute it. Starting from the topmanagement to the entry staff, the flow of responsibilities is governed by the strategy in place. For instance, Apple Inc. organisation structure perfectly fits its production, marketing, and sales strategies. This has been the basis of its popularity in the technology market. In this case, the structure of governance in the organisation is inspired by the strategies that are in place. Although sometimes it becomes challenging a reconciliation to be achieved in some organisation between structure and strategy, a constant redefining of the structure or the strategy can help in aligning them to compatibility. The distribution of duties according to the needs of the strategy in place, may force an organisation to adopt a structure that best fulfills and executes the strategy within the set limits. Despite the changes that might be made on the strategies depending on the market conditions, the structure should also be able to adjust and adapt to the modification easily without much interference with operations. Companies like General Motors, Standard Oil of New Jersey, and Sears Roebuck have organizations structures designed to amplify and execute the articulations of their corporate strategies. Although the companies implemented their processes differently, the ultimate results showed that the strategies dictated on how the organizational structure was supposed to loo k like. Therefore, a companys internal structure should be able to execute the corporate strategies in totality since they are built on its basis (Burger et al., 2014). Conclusion When organizations decided to adopt a culture based approach, the organizational structure is not given much consideration. Depending on the cultural direction it takes, there will need to recruit and select staff that has competencies that best matches the culture. This is always done through recruiting over an extensive geographical coverage and from different cultural backgrounds. Furthermore, to make the change stick, themanagement will need to be consistent in the implementation of the procedure. This will motivate the rest of the staff and make them less resistant to the change. Concerning structuring the organisation, the corporate strategy plays a significant role. At no point should the policies conflict with the organizational structure since it is (structure) based on the strategies the company intends to use. In most cases, strategies are always predetermined and while allocating the tasks that the policy needs, a structure is formed. Such an approach ensures any organisa tion thrives in the market since all the components ofmanagement are intact and compatible with the strategy. Furthermore, all the levels ofmanagement in the structure will be sharing the same corporate strategy. References Burger, P., Frec, J., Scherrer, Y. and Daub, C. (2014). Strategies for Sustainability: Institutional and Organisational Challenges.Sustainability, 6(11), pp.8342-8347. Galpin, T., Whitttington, J., and Bell, G. (2015). Is your sustainability strategy sustainable? Creating a culture of sustainability. Corporate Governance: The International journal of business in society, 15(1), pp.1-17. Rishi, P. and Moghe, S. (2013). Integrating Corporate Social Responsibility and Culture as a Strategy for Holistic Corporate Success in India. Journal of Corporate Citizenship, 2013(51), pp.17-37. Shapiro, D. (2017).Strategy Follows Structure, Structure Supports Strategy. [online] Pingboard. Available at: https://pingboard.com/blog/strategy-follows-structure-structure-supports-strategy/ [Accessed 24 Jul. 2017]. Taylor, B. (2008). Why Zappos Pays New Employees to Quit--And You Should Too [Interview] (23 May 2008). Retrieved from: https://www.youtube.com/watch?v=cQLTQAv5JQA