Corporate Culture: The Ultimate Strategic Asset

By Eric G. Flamholtz; Yvonne Randle | Go to book overview

8
Managing the
Company Process
Orientation Dimension
of Culture

The final dimension of culture is that of company process orientation, the view people hold about specific aspects of how the company operates. The ability to effectively implement all systems and processes that exist within a company can be positively or negatively affected by the real culture, but this chapter focuses on four of what we consider to be the most important aspects: planning, decision making, communication,1 and the processes and systems a company uses to promote social responsibility, or what some label being a “good corporate citizen.” Within every company, there are values, beliefs, and norms that define behavior as consistent or inconsistent with effective implementation of these systems; this behavior has a direct impact on how the system actually functions.

In each section of this chapter, we begin by defining each of the four systems using a continuum. In the case of planning and decision making, this continuum reflects how these systems should evolve as a company grows in size, whereas in the case of communication and social responsibility the continuum is not based on size per se. After discussing each continuum, we discuss the impact that the real culture can have on system implementation. Throughout, we present examples of companies that have effectively aligned their organizational culture with effective system execution. This chapter is structured somewhat differently from those covering the other dimensions; it is organized by the four systems, as opposed to a specific company.

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