Organisation Culture - An insight in organisation culture of the Audi AG

What are the indicators and measures of the culture in a company?


Seminar Paper, 2010

20 Pages, Grade: 1,5


Excerpt

Contents:

List of Figures

Introduction

1 The Basic of the Organisational Culture
1.1 Culture Construction
1.1.1 Culture Definition
1.1.2 Development to an Organisational Culture
1.2 The Significance of Organisational Culture
1.3 Factors of Organisational Culture
1.3.1 Influence and power factors of the corporate culture
1.3.2 Indicators and measures

2 The Audi AG
2.1 Description of the Indicators
2.1.1 Joint Targeting
2.1.2 Social Responsibility
2.1.3 Attitudes and Values
2.1.4 Company Supervision
2.1.5 Leadership behaviour
2.1.6 Entrepreneurship
2.1.7 Leadership continuity
2.1.8 Adaptation and Integration capability
2.1.9 Customer focus
2.1.10 Shareholder orientation
2.2 The Corporate culture of Audi AG

Biography

List of Figures:

Illustration 1: The Iceberg- Model by Schein Supplier: Own presentation based on: Jochum p

Illustration 2: Investor Relation: Corporate Strategy Supplier: Own presentation based on: http://www.audi.com/com/brand/en/company/ investor_relations/audi_at_a_glance/ corporate_strategy.html

Introduction

This term paper is an elaboration on the subject of corporate culture. It explains how a culture is created generally, what their functions are and how these can be measured.

Compared with the cultures of different nations, different companies are also different in their corporate cultures. A corporate culture is a framework for human societies and relationships. This indicates how people have to behave in this system and which standards or values have to be observed. Cultures are dynamic processes that are constantly evolving and thus are incessantly focused on improving themselves. With every change in the business environment its corporate culture automatically changes too[1]

The bases of culture are presented in detail in Chapter one. How a culture is defined and which factors affect it forms the core of this section.

In the chapter two, the corporate culture of Audi is analyzed and explained. The bases of this analysis are different indicators from different business units. At the conclusion of the work the most important topics of the Audi corporate culture are discussed.

1 The Basic of the Organisational Culture

All Companies have a specific Organisational Culture. They are independent of trends, success or flop. Basically, organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs of organization members and their behaviours. Members of an organization soon come to sense the particular culture of an organization.[2]

1.1 Culture Construction

1.1.1 Culture Definition

A culture consists of patterns of thinking, feeling and acting, which are mainly acquired and passed on by symbols. They are the characteristical properties of groups of people. The essential core of company culture consists of traditional ideas and values approach with their specific position.

Through the concept of culture by Schein, the elements of a culture can simply be illustrated. He compares culture to an iceberg. Only one third of the entire mass of an iceberg is above the water table and therefore visible. The greater part of the mountain is in fact under water and is therefore invisible. Compared with an iceberg it is similar in a culture, for the greater part of a culture goes unconscious and is therefore invisible. By the iceberg-model it is shown clearly, which elements of a culture are conscious/visible, part-visible or unconscious/invisible.[3]

illustration not visible in this excerpt

Illustration 1: The Iceberg- Model by Schein

Supplier: Own presentation based on Jochum p. 7

1.1.2 Development to an Organisational Culture

A culture, in which a person grows up, influences his thinking and action, as it controls the selective perception and defines the values. Consequently a culture also influences the functioning and management style in a company and thus also the corporate culture.[4] A corporate culture is therefore increasingly shaped by the national culture of a particular country.

1.2 The Significance of Organisational Culture

Generally speaking, culture is the invisible influencing parameter of the human system in the company. Once there is a culture it directs, arranges, organizes and influences the collective behaviour of all employees. As an invisible influence the corporate culture fulfils four key functions: Complexity reduction, coordinated action, identification with the company and continuity[5]

In the St. Galler Management Model a corporate culture is attributed to normative management and is necessary for the livelihood of a company. It carries along with it the company's constitution the company policy. The culture also influences the strategic management and operational activities in the company.[6]

1.3 Factors of Organisational Culture

1.3.1 Influence and power factors of the corporate culture

The corporate culture is influenced by several environmental conditions and expressed by power constraints.

Corporate Environment:

A business environment gives companies a framework in which they can move. Thus this environment inevitably shapes the corporate culture. The factors of the environment are the following:

- Industry characteristics
- Customer needs
- Shareholder
- Economic Situation
- Legal and institutional environment
- Socio-cultural environment
- Political Situation

Performance Factors:

One of the aims of an Organisational culture is expressed by the performance factors. These performance factors are the economic success, productivity and innovation.[7]

[...]


[1] Vgl. Ries, S.: (2008), p. 9

[2] Vgl. McNamara, C.: (2000) http://www.managementhelp.org

[3] Vgl. Jochum, E./ Jochum, I./ Wend, C: (2008) S.4 ff.

[4] Vgl. Bungarten, L.: (2008) S.72

[5] Vgl. Sackmann, S.: (2004), S. 27

[6] Vgl. Seibert, S.:(2007), www.siegfried-seibert.de

[7] Vgl. Sackmann, S.: (2004) S. 33f.

Excerpt out of 20 pages

Details

Title
Organisation Culture - An insight in organisation culture of the Audi AG
Subtitle
What are the indicators and measures of the culture in a company?
College
University of Applied Sciences Riedlingen
Grade
1,5
Author
Year
2010
Pages
20
Catalog Number
V183355
ISBN (eBook)
9783656076940
ISBN (Book)
9783656076728
File size
673 KB
Language
English
Tags
organisation, culture, audi, what
Quote paper
Katrin O. (Author), 2010, Organisation Culture - An insight in organisation culture of the Audi AG, Munich, GRIN Verlag, https://www.grin.com/document/183355

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