Table of Contents
Definition of corporate culture
Jedes Unternehmen hat eine gewisse Kultur. Die Unternehmenskultur umfasst alle Werte und Normen, die das Verhalten der Führungskräfte und Mitarbeiter prägen. Werte sind generelle Wegweiser für das Verhalten aller Führungskräfte und Mitarbeiter. Normen sind spezielle Verhaltensregeln, die für einzelne Personen gelten. Das Verhalten des gesamten Personals ist ein Bestandteil der Unternehmenspersönlichkeit (Corporate identity).
The corporate culture determines the strategy and tactics with which the business is operated. This raises the question of whether the company has the culture to be successful in the market. The corporate culture is based on various factors that contribute to the success of the company.
The most important basic orientations are:
- customer focus
- Employee orientation
- Performance orientation
- Innovation orientation
- Multi-company orientation
- Cost orientation
- Technology orientation
If you determine the characteristics of the individual orientations, the profile of the company's current culture emerges. There is no such thing as an ideal culture that could serve as a role model for all companies. Whether a company's culture is good or bad depends on its strategy. So conditionally z. For example, a price-volume strategy has a different corporate culture than a preference strategy.
The corporate culture is optimal when it is in line with the strategy. In this case, the actual culture matches the target culture. If the company's strategy and culture do not match, either the culture, the strategy or both must be changed. The principle is that the strategy is easier to change than the culture.
Comparison of the actual profile with the target profile
If you compare the actual profile with the target profile, there are starting points for the design of the corporate culture:
If both profiles match, the strategy can be implemented with a high degree of probability because the momentum of marketing policy is great. In this case, it is important to consciously cultivate the corporate culture. Much effort is required to maintain the current state. Who z. B. does not constantly maintain the customer-oriented thinking and acting of all managers and employees, falls behind.
If there are weak target / actual deviations in individual orientations, a targeted improvement of the corporate culture is necessary. If the profiles deviate significantly from one another during an orientation, it is necessary to adapt the culture and possibly the strategy.
If the profiles differ significantly with several orientations, an adjustment of the strategy is recommended. A complete reorientation of the corporate culture would be too far-reaching and too time-consuming.
It is also possible that the company's culture as a whole is weak. In this case it would be necessary to first awaken a cultural awareness among managers and employees. Only then can behavior-defining values and norms be developed that correspond to the strategy.
Changing the corporate culture
Changing the corporate culture is the most difficult case of design. If a company wants to change its culture, historically grown behaviors of managers and employees have to be abandoned or adapted. The change in corporate culture is only possible through a long-term learning process for all staff.
A prerequisite for a strategy-compliant change in corporate culture is that the executives exemplify the desired culture, ie speaking and acting must match. The example of the executives contributes significantly to the fact that the common values and norms trigger the desired behavior in the employees.
The corporate culture is understood to be the value system of ideas, orientation patterns, norms of behavior, ways of thinking and acting that are related to a company. It is also called organizational culture. This value system shapes the behavior of all members of a company. There is no such thing as a corporate culture. Every company has its own corporate culture.
Building a value system
The development of a value system is an important task of the entrepreneur as a founder or later. A corporate culture can become a corporate philosophy if it is equipped with appropriately formulated management principles. A convincingly formulated corporate culture emerges over the course of many years or decades through:
Emphasize corporate language regulations, e.g. For example, the term subordinate is replaced by the term employee who is valued.
Highlighting typical company conditions, z. B. die traditionsreiche Firmengeschichte und wirkungsvolle Personnel care.
References to special corporate strategy factors, e.g. B. Market, customer or quality orientation of the company.
The corporate culture is largely responsible for how employees perceive what is happening in the company. The company's value system should be known to and supported by all employees. If this is the case, it can promote employee motivation. If the managers and employees are convinced of a value system, they will perform as expected and also get through difficult company situations together.