Toyota Motor Manufacturing, USA, Inc Case Analysis
... This system of shared meaning is a set of key characteristics that the organization values. ... During a merger two different organizational cultures have to be combined and after that they have to form a new organizational culture. ... The problem of the merger was with the merging of the two different business cultures that HP and Compaq had. ... Index Page Introduction 3 What is an organizational culture 3 What different kind of organizational cultures do exist 4 The HP-Compaq merger 6 The Hewlett-Packard culture before the merger 7 The Compaq culture before the merger 8 The problems of the merger looking at the cultures 9 The cause analysis of the culture clash 9 The recommendations for “The new HP” 11 Introduction In this paper we are going to talk about merging organizational cultures. ... Before we can talk about changing organization cultures we must first of all make clear what an organizational culture exactly is. After we made clear what an organizational culture is we are going to introduce HP and Compaq with a brief description of their cultures before the merge, followed by the problems, the causes and the recommendations of the merge. ... This system of shared meaning is a set of key characteristics that the organization values. ... 7) Stability: The degree to which an organization looks at maintaining the current situation rather then growing. ... Mostly this is why within an organization there is a dominant culture and one or more subcultures. ... This means when we are talking about the ‘organizations culture’ we are talking about the dominant culture within the organization. Subcultures within an organization include the core values of the dominant culture plus an additional set of values that are unique to the members of a specific department or a geographical separated group. ... When the core values are widely shared we can say that an organization as a strong culture. What different kind of organizational cultures do exist To answer this question I used the four-culture typology model which is made by Goffee and Jones. This model provides some interesting insights on the different organizational cultures and the guidance of potential employees. ... With these two dimensions we can make the four culture typology in which we can distinct four different cultures. ... The downside of this culture is that it can lead to an almost inhumane treatment of people who are perceived as low performance within the organization. Fragmented culture: This culture consists of individualists, and there is no identification with the organization. ... A communal culture needs a charismatic leader with a clear vision where the organization wants to be in the future. ... So looking at the business side of the merger it was a very good merger, but in this report we are looking at the business cultures of companies. So now we are going to look at the cultures of both companies before the merger so we can understand possible difficulties that arose during the merger. ... With a management philosophy emphasizing on integrity, respect for individuals, teamwork, innovation, and contribution to customers and the community they founded a very special organization culture. ... It enables the organization to operate with fewer formal rules and regulations. ... In the organization Compaq stresses these values by establishing teams that specifically focus on making sure that practices are aligned with strategic goals such as excellence and innovation. ... The problems of the merger looking at the cultures So when we looked at the business side of the merger it was very good, because the companies could complement each others weaknesses to become a stronger company.