Creating a coherent corporative culture that helps to form value, improving processes, or facilitates strategies in a time when is necessary is basic within a company because it creates a common sense, common value and cohesion among employees.
 |
As is seen among history culture could be a great influence in an enterprise succeeded or failure; there are several multinationals that had implemented a change in their corporate culture in order to succeed in times of crisis, one of those examples is British Airways ; in the 70 the airline had a bad reputation among costumers and was perceived as an unlikable company to flight, they used their initial BA as “bloody awful” even their employees were embarrassed to work there, one of them said Thusman(1996): “ I remember going to parties, and if you wanted to have civilized conversation you didn’t actually said that you work for British airways, because it got you talking about peoples last travel experienced, that was usually an unpleasant one”. After making a research the top manager Lord King and Sir Collin Marshall saw the necessity of a change in the structure of the airline and introduced a new corporate culture know as managing people first (MPF). Through numerous training conferences they made understood and reinforce the importance among their employees of recognizing that BA performs its activities in the service sector rather that in transportation sector. This modification in customer service satisfaction change radically the perception about the company and it became its competitive advantage. Changing culture within a company is not an easy task, sometimes employees are use to do things in certain way, and when a change is necessary for example in a process or a dress–code, they refuse and make difficult to do it. In order to introduce a new concept managers need to be able to handle the situation, shows its positive aspects and create the appropriate ambiance, they should implement strategies such as investments on training the personal or team work challenges that reinforce culture among them, as the managers of BA made Thusman(1996): the emphasis on the culture change effort at BA was on installing the new culture establishing an evaluation scheme that measure not only what managers did but how they did it, and a compensation program with bonuses up to 20 percent based on how managers behave. T Therefore as in the case of this company culture play an essential role, because as its explain by Thusman(1996): a strong, widely shared corporate culture promotes integration across the company and encourages identification and sharing of information and resources, sometimes that would never occur without shared values.
References:
Michael Thusman (1996), Ambidextrous Organization: Managing Evolutionary and revolutionary change; California Management Review, Vol 38 No.4
No hay comentarios:
Publicar un comentario