Question

GLOBAL BUSINESS AND STRATEGY

Impact of Culture on Business – Deloitte Insights The importance of culture is readily apparent when things go wrong. When two large companies merged last year, for example, it became clear that one company had a culture of “low cost” while the other had a culture of “quality service.” Employees received mixed signals for months until the new management team took the time to carefully diagnose and redefine many business processes throughout the company. Given the importance of culture and the consequences of cultural issues, many companies are proactively defining culture and issuing culture “manifestos.” The Netflix culture presentation, often used as an example, has been downloaded more than 12 million times since 2009. The presentation clearly describes a culture that combines high expectations with an engaging employee experience: Generous corporate perks such as unlimited vacation, flexible work schedules, and limited supervision balance a strong focus on results with freedom and appreciation for the expected achievement. The financial services industry, still restoring its brand after the 2008 financial crisis, is sharply focused on culture. One organization is using a variety of initiatives to help employees understand “how the bank does business,” including offering speaker series on topics such as compensation packages, customer satisfaction, and maintaining regulatory standards. Citigroup has an entire committee focused on ethics and culture and has implemented a series of web-based videos detailing real workplace ethical dilemmas.

America is focusing its corporate culture transformation on encouraging employees to report and escalate issues or concerns, as well as incorporating a risk “boot camp” into their current training. Wells Fargo is increasing its efforts to gather employee survey feedback to understand current trends and potential areas of weakness in its culture. A new industry of culture assessment tools has emerged, enabling companies to diagnose their culture using a variety of well-established models. Yet despite the prevalence of these tools, fewer than 12 percent of companies believe they truly understand their culture. That’s where HR can help. As businesses try to understand and improve their culture, HR’s role is to improve the ability to curate and shape culture actively. An organization’s capabilities to understand and pull the levers of culture change can be refined and strengthened. HR has a natural role to play in both efforts. As operations become more distributed and move to a structure of “networks of teams,” culture serves to bind people together and helps people communicate and collaborate. When managed well, culture can drive execution and ensure business consistency around the world. HR has an opportunity to assume the role of champion, monitor, and communicator of culture across, and even outside, the organization. Once culture is clearly described, it defines who the company hires, who gets promoted, and what behaviours will be rewarded with compensation or promotion. Nordstrom has formed a People Lab Science Team in an effort to define and curate a culture that will attract top talent and enable the retailer to compete with tech companies such as Tableau and Microsoft. The team takes a multidisciplinary approach to designing programs to define and reinforce Nordstrom’s culture. Starbucks analyzed thousands of social media entries to gain an objective view of its culture through the eyes of its employees and take specific actions to reinforce its cultural strengths and address cultural weaknesses. Securitas Belgium has defined the behaviors associated with its vision for culture, performed an analysis of its current state, and developed a detailed, measurable change plan for 150 of its managers. Software giant SAS was recently rated the best place to work by the Great Place to Work Institute. It is also highly successful, with 37 consecutive years of record earnings (it earned $2.8 billion in 2012). SAS has identified trust as a critical cultural attribute and regularly surveys its employees on elements of trust: communication, respect, transparency, and being treated as a human being. Once an organization develops a clear understanding of its culture and decides on a direction for cultural change, it is critical to move rapidly from analysis to action. Moving from talking to doing is the only way to build
momentum. For companies pondering a cultural transformation, the time to start is now—because many companies are already way ahead.

Question 1 How do you see the cultural transformation for companies in South Africa? Comment

Question 2) Discuss the role of Religion and Education in modern business transformation with appropriate examples.

Answer 1

Answer:-

1)

On the off chance that we take a gander at the business condition of South African, it is overwhelmed by the huge enterprises and since the time the finish of Apartheid Regime., there has been a critical change in the scene. SMEs are still under the way toward being created and there has not been a ton of change. An ever increasing number of associations are being spurred or enlivened so a culture of vote based system and uniformity can be executed in these associations.

The South African business condition has an elevated level of impact from the globalization that made these associations center around decentralization and more prominent accountabilities are moved to the lower level of the administration.

There is a lawful commitment on the director to have the new worldwide patterns in the association and have different labor and more prominent straightforwardness in the business Skills are experience are turning into the main impetuses. The corporate structure of these associations has begun to get straightened.

2)

Religion determines a lot of standards and customs that embrace the qualities it tries to maintain. These qualities are generally widespread qualities that reflect the worry for humankind. A business has the chance to use strict qualities to build up an association with its partners.

A model for every classification of partner would be: investors/speculators may intentionally dodge business openings that negate certain strict or helpful convictions, for example, a choice not to put resources into liquor related business; top administration may outline rules for representatives remembering the strict standards.

For example, 'Ramzan' - the long stretch of fasting for Muslims or Christmas - the period of festivity, wherein workers can be urged to benefit leaves or appreciate loosened up standards for a considerable length of time of business activities; the item portfolio can likewise be receptive to the sensibilities of the shopper advertise as on account of numerous eateries serving just veggie lover charge at heavenly 'Hindu' urban communities.

These are instances of canny business rehearses wherein strict standards are utilized for spreading a culture of business change.

Training is a deliberate exertion to become familiar with the abilities and procure important information for improved execution. High performing business comprehends the significance of training and use it in an assortment of approaches to manufacture a culture of business change.

This pattern can be found in practices, for example, businesses enlisting normally from a given arrangement of colleges since they relate to the instructive results of that college. The procedure of enrollment when suitably adjusted to the business system can be a key parameter for business achievement.

Instructive preparing for existing representatives is another switch utilized by businesses to adjust the workforce to a common comprehension of the hierarchical culture. In this way, training is valuable to engender the authoritative culture among the representatives, and through them to the earth in which the business works.

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