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Complete 14 pages APA formatted article: Creating a High-Performance Culture in Siemens.
Complete 14 pages APA formatted article: Creating a High-Performance Culture in Siemens. Traffic lights are manufactured by Siemens and doctors in hospitals have MRI lifesaving scanning facilities made up of Siemens under the flew of advanced medical scanning technology. For instance, if we compare the organizational culture and structure of Siemens with Samsung, it will be apparent that their business structure is based on family linkages and centralization (Unisg.ch, 2013). Their organizational culture is inherited by their predecessors (Dinitzen, 2010). It is also important to understand that the culture of a firm is the common way of carrying out. For a company develops gradually. It is made by the employees that work for the company—its supervisors and staff. What the company stands for, its norms, values and motives that it seeks to acquire (its vision), are underlying aspects in establishing a dynamic culture. An effective cultural performance exists when people in the organization accepts the same belief and where they rely on and value everyone’s contribution. Siemens’ activities are based on effective teamwork culture. This focus on the team has been well integrated by the international CEO of the company, Klaus Kleinfeld. Working in team work can significantly impact the organizational performance and this has been well understood by Siemens. The quality of its people and their teams is the most valuable asset, specifically in today’s scenario where the flow of knowledge round the world is happening with lightening pace. Unlike Samsung where the most important component of their success is innovation and procedures which they carry out to bring new products for their consumers (Forbes.com, 2013). Thus, organizational structure and culture adopted in Siemens have been a major factor in its success and is differentiation among other multinationals. Impact of organizational culture and structure on the performance of Siemens Successful management of the human resources department in the businesses is a major concern for both the HR managers and other policymakers of the company. To gain a satisfied, committed, and well-performing human resource for business, managers must have persistency among the organizational system, structure, culture along with an appropriate strategy. Siemens strives to make all of its employees to be completely motivated and engaged in the organization and to feel an important part of company success. People, therefore, need to know they're important in the business. Keeping this notion in mind, Siemens develops precise expectations. Every employee plays a crucial role in acquiring results (Dinitzen, 2010). According to Siemens, their business effectiveness relies on the performance of each and every employee, their teams and the whole organization. Organizational structure, managerial practices, leadership and the process of decision making intervened by organizational culture, effective managerial style constructively influence employee performance. On the contrary, centralization, inadequate participation of employees in decision making, lack improvement, formalization and extreme specialization impacts the motivation of employees negatively (Macdonald, 2013). Expert guidance, decentralization, structure, adaptive culture, management activities, employee participation, collaborative management, work autonomy, safety and well-being, employee growth, and opportunities for employee development within organizational culture increases job satisfaction.
