Nowadays nearly all companies have to develop their own ideas and personalities. As we are living in a fast moving society the company’s corporate identity plays a huge role. This term comprises corporate culture, corporate branding, corporate communication and corporate design. It is essential to make use of all these elements in order to be able to define a company to itself as well as to the outside world, to find out how customers and employees should be treated and how to respond to interactions with the external environment and culture. The external environment is defined as factors which are not under the direct control or influence of the organisation, such as demographic, economic, political or technological factors. (http://www.fiu.edu/~pie/environmentform.htm accessed on 05.11.2005) The corporate identity of a company can be expressed in company’s communications, architectural style, by how people address each other and of course by what people wear, for example cabin attendants representing their airline outwardly through the same uniforms.
In order to answer the question “How do motivation and leadership affect the corporate culture of multinational firms?” it is essential to clarify the different terms. Corporate culture, also called organisational culture, deals with the beliefs, attitudes, values, expectations and rules of an organisation. These values are used by all company members and are given from one generation of employees to another. (http://www.quintcareers.com/jobseeker_glossary.html accessed on 05.11.2005) To summarise, these characteristics should help to define and illustrate the nature of the corporate or organisational culture. If newly hired individuals enter a company, especially a multinational one, they bring their own national culture with their own values and beliefs, and in return they must adopt and respect the organisational culture of the company they work for. Of course, companies want their employees to fit in. At Pepsi for example workforce is expected to be cheerful and positive whereas at Ford, it is expected to show self-confidence and assertiveness. (Hodgett and Luthans, 1997)
Inhaltsverzeichnis (Table of Contents)
- International Business Management
- Corporate Culture
- Multinational Firms
- National Culture
- Power Distance
- Individualism versus Collectivism
- Masculinity versus Femininity
- Uncertainty Avoidance
- Long-term versus Short-term Orientation
- DOCSA
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
The main objective of this text is to explore the relationship between motivation, leadership, and corporate culture within multinational firms. It aims to explain how these factors influence the success and challenges of companies operating in diverse international environments.
- The impact of national culture on corporate culture
- The role of motivation and leadership in shaping corporate culture
- The influence of Hofstede's cultural dimensions on organizational behavior
- The challenges of achieving a multicultural balance within multinational firms
- The importance of aligning corporate culture with the values and expectations of employees from different national backgrounds
Zusammenfassung der Kapitel (Chapter Summaries)
- International Business Management: This section introduces the concept of corporate identity, emphasizing its importance in defining a company's image to both internal and external stakeholders. It also highlights the significance of external environmental factors, such as demographic, economic, political, and technological influences.
- Corporate Culture: This section defines corporate culture as the shared beliefs, attitudes, values, expectations, and rules of an organization. It emphasizes how corporate culture is passed down from one generation of employees to another and how it shapes the behavior of individuals within the organization.
- Multinational Firms: This section discusses the characteristics and examples of multinational firms, focusing on the unique challenges they face in managing and integrating diverse cultures within their global operations. It highlights the case of Procter & Gamble as a multinational firm that emphasizes leadership, integrity, trust, ownership, and passion for winning as core values.
- National Culture: This section delves into the concept of national culture, defining it as the set of dominant values, assumptions, and beliefs within a particular country. It introduces Geert Hofstede's five cultural dimensions: power distance, individualism versus collectivism, masculinity versus femininity, uncertainty avoidance, and long-term versus short-term orientation.
- Power Distance: This section explores Hofstede's dimension of power distance, explaining its influence on organizational structures and the relationship between superiors and subordinates. It provides examples of countries with high and low power distance, showcasing how cultural differences impact employee behavior and expectations.
- Individualism versus Collectivism: This section delves into the dimension of individualism versus collectivism, outlining how societies differ in their emphasis on individual versus collective interests. It explores the implications of these cultural differences for organizational practices, such as decision-making processes, conflict resolution, and employee motivation.
- Masculinity versus Femininity: This section examines Hofstede's dimension of masculinity versus femininity, highlighting the relationship between gender and work roles in different societies. It discusses the impact of cultural values on leadership styles, workplace expectations, and the balance between work and personal life.
- Uncertainty Avoidance: This section explores the dimension of uncertainty avoidance, emphasizing how different cultures cope with ambiguity, risk, and change. It discusses the influence of uncertainty avoidance on employee turnover, organizational structures, and motivation patterns across countries.
- Long-term versus Short-term Orientation: This section focuses on the cultural dimension of long-term versus short-term orientation, highlighting the differences in societal perspectives on time, planning, and investment. It explores the implications of these cultural differences for business strategies, employee values, and the pursuit of long-term versus short-term goals.
Schlüsselwörter (Keywords)
This text focuses on the key topics of international business management, corporate culture, multinational firms, national culture, and leadership. It explores the influence of Hofstede's cultural dimensions, such as power distance, individualism versus collectivism, uncertainty avoidance, and long-term versus short-term orientation, on organizational behavior and the challenges of managing multicultural workplaces. It highlights the importance of understanding cultural differences in shaping effective leadership and motivation strategies within international organizations.
- Citar trabajo
- Stefanie Hoffmann (Autor), 2005, How do motivation and leadership affect the corporate culture of multinational firms?, Múnich, GRIN Verlag, https://www.grin.com/document/55108
