Organizational Culture Integrating culture and diversity in decision-making:The CEO and organizational culture profile.

Historically, there are many definitions about organizational culture, which different literatures offer different definitions. The most popular definition is "the way a company does their thing around the company." In addition, organizational culture refers to the attributes of an organization, or in other terms, it is appropriate to link organizational culture as the right ways in which companies understand problems in the organization. Nevertheless, organizational culture refers to the values and beliefs, which people in an organization share. Moreover, organizational culture is a system of shared values (important things) and beliefs (how things work) that relate with the firm's people, organization structures, and control approaches to generate behavioral models (Sun, 2008).

Although there are many definitions, organization culture comprises of a set of theory of values, beliefs, and understandings that members share in common. In addition, culture provides appropriate ways of thinking; feeling and reacting that can assist managers in decision-making and arrange operations within an organization (Robert, Phillip and Marshall, 1999). Therefore, a successful corporation should possess strong cultures capable of attracting holding, and rewarding employees for achieving objectives. In addition, dedication and cooperation characterize strong cultures in the service of common values. Most importantly, there are four primary themes, which make organizational structures. The themes include; culture is a learned entity, and culture is a belief system, culture is a strategy and culture is mental programming.

Organizational culture creates the feeling of identity among the employees and creates a competitive advantage, which helps the employees of a company understand well acceptable behavior. In addition, organizational culture plays a vital role in influencing employee behavior by using managerial tools, such as strategic direction, communication, and objectives. On the other hand, organizational culture can be a tool of management control (Sun, 2008). In such a case, the managers can use selected rites, stories, symbols and values to control and influence employee behavior. Most importantly, this form of control is appropriate because it has the capacity to build commitment to the firm and its objectives.

Hewlett Packard Company

Bill Hewlett and Dave Packard, who were Stanford University classmates, founded the giant HP Company in 1939. The company's innovative approach led to the development of its first product, known as the audio oscillator, which is an electronic instrument used by engineers to improve sound systems. Besides developing innovative technology hardware, HP shows interest in acquiring horizontal and vertical technological businesses internationally. While many firms that deal in computers struggled in the early 1990s Hewlett-Packard was enjoying success in this time of history (Robert, Phillip and Marshall, 1999).

Apart from the oscillator, the company manufactures computers, calculators, medical electronic equipment, chemical analysis tools, and other technological devices. In the year 1993, the company posted a 100% increase in revenues and cutting prices by 40%. In addition, the profits rose at an average of 23% the year 1984-1994. Most importantly, it is the only computer company to make profits consistently during the final world recession. During the early 2001, HP hired 85,000 employees and had 104 divisions operating in 120 nationals.

In addition, the company has often won awards in "most admired" company surveys in Fortune in the past decade. Moreover, the company has a long-standing reputation of being one of the most charitable companies in the globe. In times of job insatiability and downsizing in the early 1980s and 1990s, HP stood up as one company that provided jobs at a high rate of job security. The firm remains the employer's choice for the best science and engineering graduates from renowned universities in Europe and America.

The HP Way Culture

The Hewlett-Packard Company has grown and survived over the years with a particular and carefully defined organization belief known as the "HP Way." This organizational way of doing things is exceptional and effective because it has worked for the company. Moreover, the two founders, founded the company in a garage in Palo Alto California, and during the time, the company established managerial concepts and principles, which evolved into an approach of corporate objectives and business approach referred to as the "HP Way."In addition, this HP Way involved a participative organization style, which supported individual freedom, while stressing the importance of teamwork (Robert, Phillip and Marshall, 1999).

As the company grew, the management put effort to maintain the sense of purpose, closeness, and familiarity, which the company enjoyed initially. The HP Way...

In addition, the HP Way, which defines the company's culture, operates as a control device because it provides a framework of values, which encourage self-directed employees to achieve personal autonomy, goal setting, self-learning, and self-discipline. Traditionally, this HP way approach allowed for employee flexibility and adaptability (Robert, Phillip and Marshall, 1999).
Signs of the HP Way

One of the evident ways of the company's culture is through its recruitment process. The company recruits potential employees who either share or have the capability to adjust to the firm's values. Apparently, HP has been selective of applicants, and the company used various methods in the selection process, particularly, thick screening process. This shows the emphasis on adaptability and cultural fit with the company, and once employed, employees had assurance of job security. Moreover, another way of identifying the HP Way culture is through the stories on the company's culture (Robert, Phillip and Marshall, 1999). These stories help in identifying the values and attitudes, which are important within the organization (Foster et. al., 1999).

For instance, during the early days of HP, Bill Hewlett attempted to enter a supply room to get some equipment, but the room was inaccessible during normal working time. Therefore, he broke into because he could not find the locker key (Foster et al., 1999). After this experience, he left a note stating that such rooms should remain unlocked, and this remains the standard practice in the company. In addition, employee's actions are central to the company's values, which show the HP Way culture. Apart from this, the HP day-to day activities of the employees are central to the management by objectives (Collins, 2009). This system provides a well-defined objective, give the person freedom to work to achieve objectives, and provide motivation by ensuring recognition of employee's contribution throughout the company.

Factors that Contributed to the HP Way

The HP Way originates from the personal core values of the founders of HP, Bill Hewlett and David Packard, and the incorporation of the core values into an extensive set of operating practices, cultural norms and business strategies. The objective is not that every company should embrace or adapt the HP Way; however, the two founders used this culture because they saw it had the power to build a company based on outlined principles. Nevertheless, the core essence of the HP Way organizational culture consists of substantial fundamental principles. In addition, the two founders rejected the concept that a company exits objectively to make profits.

Owing to the above concept, the founders laid down the concept of the HP Way, which was contribution (Collins, 1999). On the other hand, the two founders felt that performance was important to the company (Collins, 1999); therefore, they went for the HP way because it is central to performance. Overall, the concepts behind the formulation of the HP Way were contribution, performance, and values. Most importantly, it is apparent that the HP Way, since its beginning, worked for the company and has helped HP survive through difficult times. Therefore, the succeeding managers should not destroy the founding principles of this organizational culture for short-term gains.

Suitable Leader

Apparently, the suitable leader who will help the company achieve the traditional HP Way culture is one who acknowledges the importance of teamwork. In addition, such a leader should be in a position to manage team performance, primarily because individual team member performance is hard to achieve, and teamwork is central to the company's values. In respect to the management of employees, the HP Way was supportive, open, and central to the individual's freedom. Therefore, the leader should uphold the values outlined by the culture, to enhance the growth of the company (Collins, 1999).

On the other hand, the company showed commitment to selling the right products to consumers as opposed to selling at any cost. The principle behind this is quality and customer satisfaction, which the leader should continue to advocate. Nevertheless, the leader should be a transformational one, who can develop or advance the HP Way culture. Most importantly, the IT sector is one, which is experiencing seismic period of change, and it is possible that HP will also experience complex transformational changes (Robert, Phillip and Marshall, 1999).

Culture Change during Decline of Products Demand

Market Culture

In the computer industry, companies might struggle to achieve sustainability, or survive in stiff competitions. In case of declined product demands, the HP Company will experience loss and may decline entirely. Therefore, embracing a culture, which will see to the survival of the company during such times, is strategic. The appropriate…