Corporate Culture May Be Reflected in

Corporate Culture May be reflected in:
Attitude and behaviour of the leadership

Attitude to the role of individuals in the workplace – open plan offices, team-
based working, etc.
Logo of the organisation
The image it presents to the outside world
Its attitude to change
The SWOT ANALYSIS
This involves looking at the internal strengths and weaknesses of a business and
the opportunities and threats.
STRENGTHS: These are things that the business and its staff do which:
They are effective at.
They are well known for
Make money
Generate business and reputation
Lead to confidence in the market.
Cause customers to come back for repeat business.
Cause other businesses to try to learn from them.
WEAKNESSES: These are the things that the business does badly, that it is
ineffective at or that it has a poor reputation for. It also includes the factors that
cause losses, hardships, disputes, grievances and complaints for a business.
OPPORTUNITIES: These are the directions that the business could profitably
take in the future because of its strengths or because of the elimination of its
weaknesses. This involves a consideration of the business environment from the
widest and most creative standpoint.
THREATS: Threats to a business arise from the activities of competitors and
from failing to take opportunities or to build on successes. Threats also come
from complacency, a lack of rigour, and from falling profits.
SWOT Analysis for McDonald’s Restaurant
STRENGTHS
Consistent quality and hygiene standards
Internationally known brand name.
Restaurants in most countries
WEAKNESSES
Limited menu range.
No variety of décor or food choices in different countries.
Staff turnover high, especially among part time staff.
OPPORTUNITIES
Potential growth in developing countries such as China.
Develop brand name into new ranges or products such as children’s clothing or
hotels.
THREATS
Environmental concerns regarding waste, e.g., take away food containers.
Strength of competitors such as Burger King.
Changing consumer taste; e.g. declining popularity of meat products.
Six Components of Great Corporate Culture

1. Vision: A great culture starts with a vision or mission statement. These
simple turns of phrase guide a company’s values and provide it with purpose.
That purpose, in turn, orients every decision employees make. When they are
deeply authentic and prominently displayed, good vision statements can even
help orient customers, suppliers, and other stakeholders. Nonprofits often excel
at having compelling, simple vision statements. The Alzheimer’s Association,
for example, is dedicated to “a world without Alzheimer’s.” And Oxfam
envisions “a just world without poverty.” A vision statement is a simple but
foundational element of culture.
2. Values: A company’s values are the core of its culture. While a vision
articulates a company’s purpose, values offer a set of guidelines on the
behaviors and mindsets needed to achieve that vision. McKinsey & Company,
for example, has a clearly articulated set of values that are prominently
communicated to all employees and involve the way that firm vows to serve
clients, treat colleagues, and uphold professional standards. Google’s values
might be best articulated by their famous phrase, “Don’t be evil.”
3. Practices: Of course, values are of little importance unless they are enshrined
in a company’s practices. If an organization professes, “people are our greatest
asset,” it should also be ready to invest in people in visible ways. Wegman’s,
for example, heralds values like “caring” and “respect,” promising prospects “a
job [they’ll] love.” And it follows through in its company practices, ranked by
Fortune as the fifth best company to work for. Similarly, if an organization
values “flat” hierarchy, it must encourage more junior team members to dissent
in discussions without fear or negative repercussions. And whatever an
organization’s values, they must be reinforced in review criteria and promotion
policies, and baked into the operating principles of daily life in the firm.
4. People: No company can build a coherent culture without people who either
share its core values or possess the willingness and ability to embrace those
values. That’s why the greatest firms in the world also have some of the most
stringent recruiting policies. According to Charles Ellis, as noted in a recent
review of his book What it Takes: Seven Secrets of Success from the World’s
Greatest Professional Firms, the best firms are “fanatical about recruiting new
employees who are not just the most talented but also the best suited to a
particular corporate culture.” Ellis highlights that those firms often have 8-20
people interview each candidate. And as an added benefit, Steven Hunt notes at
Monster.com that one study found applicants who were a cultural fit would
accept a 7% lower salary, and departments with cultural alignment had 30% less
turnover. People stick with cultures they like, and bringing on the right “culture
carriers” reinforces the culture an organization already has.
6. Place: Why does Pixar have a huge open atrium engineering an environment
where firm members run into each other throughout the day and interact in
informal, unplanned ways? Why does Mayor Michael Bloomberg prefer his
staff sit in a “bullpen” environment, rather than one of separate offices with
soundproof doors? And why do tech firms cluster in Silicon Valley and
financial firms cluster in London and New York? There are obviously numerous
answers to each of these questions, but one clear answer is that place shapes
culture. Open architecture is more conducive to certain office behaviors, like
collaboration. Certain cities and countries have local cultures that may reinforce
or contradict the culture a firm is trying to create. Place — whether geography,
architecture, or aesthetic design — impacts the values and behaviors of people
in a workplace.
How to build a Positive Company Culture
 Recruitment. Many HR professionals agree that a strong company

culture is one of the best ways to attract potential employees. A
positive culture gives an organization a competitive advantage.
People want to work for companies with a good reputation from
previous and current employees. A company with a positive culture
will attract the type of talent that is willing to make their next
workplace a home, rather than just a stepping-stone.
 Employee loyalty. Not only will a positive culture help
recruitment efforts, it will help retain top talent as well. A positive
culture fosters a sense of employee loyalty. Employees are much
more likely to stay with their current employer when they feel they
are treated right and enjoy going to work every day.
 Job satisfaction. It’s no surprise that job satisfaction is higher at
companies with a positive corporate culture. Employers who invest
in the well-being of their employees will be rewarded with happy,
dedicated employees
 Collaboration. Employees are much more likely to come together
as a team at companies with a strong culture. A positive culture
facilitates social interaction, teamwork and open communication.
This collaboration can lead to some amazing results.
 Work performance. Strong company cultures have been linked to
higher rates of productivity. This is because employees tend to be
more motivated and dedicated to employers who invest in their
well-being and happiness.
 Employee morale. Maintaining a positive company culture is a
guaranteed way to boost employee morale. Employees will
naturally feel happier and enjoy their work more when they work
in a positive environment.
 Less stress. A positive company culture will help
significantly reduce workplace stress. Companies with a strong
corporate culture tend to see less stressed employees, which helps
boost both employee health and work performance.

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Corporate Culture May be reflected in:

Attitude and behaviour of the leadership

Six Components of Great Corporate Culture

 Recruitment. Many HR professionals agree that a strong company

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