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corporate culture - the identity of a company or the guidelines of leading and managing

corporate culture - the identity of a company
or the guidelines of leading and managing

Dr. Erik Mueller-pint 2010 copyright

corporate culture and corporate identity

The corporate culture and the Corporate Identity proving to be increasingly important competitive advantage because they are difficult to imitate, as for example, products and services.

Every company has to be a company that is preparing for its leaders to have to open up new possibilities and its To solve problems creatively.

The corporate culture is not an end in itself and has the goal of the staff members to provide direction and thus a sense of their behavior.

The corporate culture is the totality:

· the values

· traditions

· the myths

· standards

· the ways of thinking that are prevalent in the enterprise.

Their representation, such as in a book that every employee receives, and the mediation, for example, in presentations by the leadership, is particularly important forms of handing down of the corporate culture and identity. "Solitary" collections of proverbs à la "People are our focus ...." in glossy paper flyers are not enough.

required Building a corporate culture of a long period, the destruction of the same often only short periods of time.

The corporate culture of a company is mainly determined by two factors :

· the model of corporate governance,

· the vision of management.

are also presented here must live, must it be delivered, this can be done through coaching, supervision, training and continuing education.

Why corporate culture?

If a gardener shall state the reasons why he should do something, he'll understand it better. If he have, for example, says that he embellished the palace gardens of Versailles and planting not only flower bulbs.

The levels of the corporate culture, then, are the values and principles of management and finally - through the agency in coaching, supervision and continuing education - that of the employees.

values that can set an example the management of a company staff and employees:

· innovate

· decisiveness

· risk appetite

· flexibility

· integrity

· loyalty

· communication options

A crux is that the corporate culture has its roots in the past, the company itself must be committed to adjust future strategies.

The functional perspective of the corporate culture is its orientation:

· for the performance of the company processes involved,

· for entrepreneurial Think

· for the actions of corporate management.

Another perspective of the corporate culture is its possible emergence of pluralistic process.

What criteria determine the ingrained corporate culture of management of a company?

The answer is both a checklist and guide current decisions of running a business.

lighthouse overlooking Ability:

· see how far beyond the executives over the immediate area of responsibility?

· To what extent is the total interest to them when making decisions in the calculus?

· Are they for empathy and higher-level view of the decision makers in the superior position?

· is involved with the decision based on the competition?

· If the proactive management of the benefits of stakeholders?

· innovation is seen as a worthwhile feature?

· Are the interests of customers, "our" interests?

· we make our customers into ambassadors of the company?

· If Customer and its appreciation of our priority 1?

· We regularly review our service standards over meetings?

· the power management executives sure to empower vulnerable situations through regular informal care?

· Are "We" quickly, safely and unperturbed by the vagaries of life?

· control "we" praise to? ü (praise to check)?

· loyalty is rewarded within the ethical boundaries visible in the company?

vision and human resource management as part of a corporate culture

An entrepreneurial vision as part of corporate culture is not a goal. An entrepreneurial vision goes further, it goes deeper than a strategy.

What role has a vision as part of the culture? It indicates the direction, it conveys meaning.

you must captivate the mind and appeal to the hearts of employees. It must be based on principles and values.

The vision always has a didactic purpose.

It is therefore the responsibility of the HRM (Human Resource Management) as a central part of the culture of a company, employees and employees under this for the future for all employees to get close. This is done through respect and appreciation of the managers against the employees and the measures themselves, such as coaching, supervision and seminars.

The foundations of corporate success are

· price

· quality

· Service,

· time

· range,

· employees .

Human Resource Management (HRM) has, as I think, deserves a central role in a company, to identify it and determine more accurately applies.

It's about the determination to the members of the company at the center.

aim also of HRM as a central point of the enterprise culture, it is natural to achieve competitive advantages, competitive advantages through systemic and concerted action in the areas of:

· selection

· used

· cooperation

· pay systems

· through education and training,

· motivation of the staff members guide.

The goal of the HRM in the center of the culture is to develop happy, committed, proactive employees, the ambassadors of the company.

This requires a continuing and lifelong education, with the aim of continuous improvement of business processes.

The bottom line is the learning ability of a company. is

The better example in his vision from the superiors every level and accepted by the employees, the more it becomes a source of motivation for all.

The role of HRM as a central component of culture, the employees is to give the impression that they work for a company for which it pays to use themselves.

In companies where this is not the case, or which are judged by critics in such a way must be at least the core mission of the company employees are taught again and again.

Possible measures to improve the existing corporate culture:

but broadening the base of the existing culture in the company of a company "people first" is through the following measures to optimize possible and, with the tradition of this culture can be continued organic:

· more opening by removing the barriers that still between individuals, departments, hierarchical levels, strategic business units and regional units exist.

· Promote networks of internal and external know-how carriers.

· to Encourage informal cooperation.

· creating a culture of trust.

· install an open market for ideas and talent.

· identify the "best" employees, which is seen as key persons in the interest of the entire enterprise and not used in the interests of holders.

· The offer of training and continuing education programs for business conduct. Key questions to begin the guiding principles of a company

Any change in the corporate culture of a company must be at the top:

Instead of resumes.

For each company, which applies to all of us:

Is what we now Do the results of our recent decisions, we can conclude that we are what we will be in future, cause of our present decisions.

why a company needs an explicit corporate culture with its elements of a vision, a mission statement (Human Resources), a strategy.

Without proper coaching, a supervision of the processes and training of managers at least, is a strategic management is not possible.

The systematic coaching staff to proactive actions in terms of the strategies under the corporate culture is a task no definite end.

Every corporate culture has strategies of different dimension that must be processed:

The offensive strategy , which is directed at creating a strong competitive position in a strategic market needs, a dimension of corporate culture in which customer focus, openness to the new, risk-taking, entrepreneurial behavior are required.

The defensive strategy by which the position is defended requires a dimension of corporate culture, based on maintaining customer loyalty and / or the amounts to the liquidation of inefficient businesses.

The management should embody these dimensions of corporate culture.

· What will be the company in the future?

· How do "we" establish the position of the uniqueness of "our" markets?

· the plans are documented and sufficiently plausible?

· strategies have been understood by employees?

· Contact the staff initiative and for the strategies?

· business strategies Re-view of the experience, the know-how, on the feelings of the employees?

· we live before the values that we embody?

· Are we too slow, wavering, uncertain in the bureaucratic decisions?

· Are the strategies of corporate culture match?

· Does the "whole" our ability and to the attitudes, values, traditions?

· Does the strategy or the corporate culture be changed?

literature

• Roland Bickmann: chance identity - impulses for the management of complexity . Springer, 1999, ISBN 3-540-63488-6.
• Klaus Birkigt, Marius M. Stadler, J. Hans Funck: Corporate Identity . Moderne Industrie, Landsberg / Lech 2002, ISBN 3-478-25540-6.
• Dieter Herbst: Corporate Identity . Cornelsen, 2003, ISBN 3-464-49056-4.
• Ingrid G. Keller: CI dilemma. Gabler, Wiesbaden 1993, ISBN 3-409-28706-X.
• Waldemar Kies / Florian Babel, "Corporate Identity - strategy of sustainable management." OBJECTIVE-Verlag, Augsburg, 3 ext. Edition, 2007, ISBN 978-3-937210-51-3
• Heinz Kroehl: CI 21, corporate identity as a successful concept in the 21 century. Vahlen, 2000, ISBN 3-8006-2485-0.
• Robert Paul Mann: double loop. Basics corporate identity. Hermann Schmidt Verlag, Mainz 2005, ISBN 3-87439-660-6.
• Gerhard Regenthal: Holistic Corporate Identity . Gabler, Wiesbaden 2003, ISBN 3-409-12079-3.

· Hans-Otto Schenk: psychology in trading . 2. Edition, Munich / Vienna 2007, ISBN 978-3-486-58379-3.

· Horst Stein, Albert Löhr: basics of business ethics . 2. rev. and ext. Edition, Stuttgart: Schäffer-Poeschel, 1994.

· Andreas Suchanek: economic ethics. 2. Edition. Tübingen: Mohr Siebeck, 2007, ISBN 978-3-8252-2195-9 (Uni-Taschenbücher) .

· EK Seifert, Birger Priddat P. (Eds.): reorientation of economic theory to moral, institutional and evolutionary dimension of economic activity . Marburg 1995, p. 107-123.

· Josef Wieland: The ethics of governance . Marburg 1999th

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