¶ … organization whose culture will be studied is FedEx, in particular the Express division of the company. FedEx is an overnight courier company, and its culture, leadership style and management practices are largely based on the U.S. Marine Corp (Smith, 2008). There are a number of ways to categorize organizational culture. According to McNamara (2000), FedEx would fit into the club culture. This culture is defined as holding that the most important thing for the employee is that he/she becomes part of the group. Such cultures are hierarchical in nature, and value seniority. The military is cited as an example, and FedEx exhibits many of these traits. New employees are indoctrinated into the corporate culture, using symbols (the color purple is one) and legends, many of which are stories of employees in the early years of the company going above and beyond the call of duty to make FedEx what it is today. Within the company, there is room among senior managers to move up without the seniority...
This is in part because the job description does not change between employees of the same unit (for example a group of couriers) so job performance and seniority are the only ways to distinguish employees. Seniority is the preferred method at FedEx.
Culture In this briefing new employee human resources, we will be considering cultural management issues in the tourist industry and how they impact upon our business. Our company, Beach Bum Ltd. is a travel consultancy Agency which was recently hired to provide a critical analysis on whether or not sustainable tours can attract American ecological tourists to travel to countries such as Tanzania and Namibia. We are a culturally eclectic group
Since the increased presence of a part-time workforce and the emergence of contingent workers are two of the most common, nonstandard work statuses evidenced in recent U.S. history, their development is worthy of considerable attention" (emphasis added) (p. 16). White-collar contingent workers, and the human resource departments responsible for their administration, though, are both confronted with some motivational factors that may not be shared by their traditional counterparts, particularly those
They wanted to know the best places to go after work, and expected him to help them in that regard. Hanes finally told his Japanese trainers "he preferred not to mix business with pleasure." Within a couple days, the group requested another instructor. The critical issue here, one can quickly discern, is that Hanes did not do his homework on the Japanese business culture; if he had, he would know
Organizational Behavior In 1984, the movie The Gods Must be Crazy depicted a Kalahari bushman who finds a Coca-Cola bottle that was discarded from an airplane into the desert. The bushman does not recognize the bottle or the brand, and the situation leads to all manner of confusion among the tribe, who try to decipher the meaning of the bottle. Such a story would be rather incomprehensible today, that there would
Human Resources Managing Organisational Culture The values and behaviors that contribute to the unique social and psychological environment of an organization make up the organizations culture. Organizational culture is the summation total of an organization's past and current suppositions, incidents, viewpoint, and values that hold it together, and is articulated in its self-image, inner workings, connections with the outside world, and future prospects. In dealing with the management of organisational culture, it is
Dutch Culture Introduction to Cultural Differences It is obvious that differences in cultures are very important, though these differences are difficult to handle. The failure to understand and appreciate that differences in cultures bring variety to lifestyles leads to embarrassment, uneasy relationships, and failed businesses. Culture permeates both life and death. Take, for instance, the high rate of plane crashes in Korea from the year 1970 to 2000. The discovery made from
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