Introduction 

Corporate or the Organisational culture mainly defines the uniqueness and the behavioural culture that follows in an organization. This gives uniqueness to the psychological and social environment of the organization. This mainly represents the specific values and the beliefs of the organization. Through the cultural aspects of an organization, the standard and the future prospect of the organization can be determined. This helps to determine the specific or the collective forms of values that the organization passes to its next level or within the entire organization. The organization culture includes the values, beliefs and different principles that are followed by all the organizational members and are implemented effectively for the production process, marketing strategy, technology etc. For the types of the employees, managerial process, for the national culture, this particular organizational culture plays an imperative role. The organizational culture also includes the vision, norms, language, values, systems, assumptions, location, environment and habits. Organisation cultures are followed in various organizations like universities, institutions, business organizations, private concerns and so on. There are several organizational culture dimensions and different theories have been synthesized by several researchers and according to them the organizational culture or the corporate culture focuses on the behaviour of the employers and the employees. The dedication level of both the employers and the employees towards the organization, the relationship between the employers and the employees are important aspects that need to be maintained for building up a high degree of cultural practices within the organization. The tight level of communication, understanding among them is again the essential factor. Corporate or organizational culture is maintained through the proper level of communication, behaviour and the maintenance of the values among each member.

HI6008 Assignment 2

The perceptiveness of each member, their capacity of following the exact value of the organization, following up the goals and objectives by each member is important. Every member of the organization should be motivated properly with the same vision in mind which, will inspire them to run with similar goals for the success of the organization. These define the collective forms of participation of each member. The interactions with customers or clients or with different stakeholders are also part of the organizational culture where the external resources or the outsiders can get the reflection of the cultural aspects of the organization through their behavior and the way of interaction. Again, on the other hand, the health and safety management for the employees, change management, value proportion within the organization plays an imperative role in the maintenance of the organization culture. Also, these important aspects determine the strength and the degree of uniqueness of the values of the organization. It has been found that there are several dimensions of corporate or the organizational culture that are specifically followed by the different organization. Each organization has their own dimension of organizational culture that extensively shows their own cultural values.

IT Ethics

This report has focused on the different dimensions of corporate or organizational culture along with the name of Australian organizations that have been following these dimensions in their cultural aspects. This particular report has chosen three different organizations. All are soft drink beverage companies based in Australia. But a significant difference in their corporate culture has been analyzed. Upon analysis, it has been found that each organization follows a different type of dimension of culture. For some, the mixed dimension of culture has also been reported. This report would give a clear idea about the different cultural dimensions of corporates or organizations that are followed by several organizations. This would also clear the concept that different organizations no matter if they belong from the same domain, can have different perspectives and can follow different dimensions of culture.   

Different Cultural Dimension

Upon analysis, this has been found that there are different organizational cultures and they have their own specific way or dimension (Carlos Pinho, Paula Rodrigues & Dibb, 2014). These specific dimensions in the organization help to determine the cultural values, beliefs, goals, and objectives of the organization and indicate the workforce or the way of workflow towards achieving the vision of the organization (Rahimi, 2017). There are several dimensions that are followed by a different organization and these are as follows (Gillespie & Reader, 2017):

• Individualism-Collectivism
• Masculinity-Femininity
• Distance of Power
• Avoiding uncertainty
• Long-term and Short-term based orientation
• Indulgence Vs. Restraint
• Goal-oriented or means oriented dimension
• Local or professional dimension
• Employee or work-oriented dimension
• Open system or closed system
• Pragmatic or Normative
• Degree of the acceptance or accuracy of leadership style
• Work discipline related dimension

In this report, three different organization has been chosen and they have been analyzed with their unique characteristics or dimensions of culture. Upon analysis, this has been found that each chosen organization has their own set of dimensions of culture.  

Current Human Resource Management

Masculinity-Femininity

The name of the first company chosen for analysis is Pepsico. This renowned beverage organization has been successfully leading the soft drink beverage industry for the last few decades. It has been extensively expanded to the global market. Upon analysis of the organizational culture, it has been found that Pepsico has been using different cultural dimensions in the organization for faster or quick success and also to increase their long-term sustainability in the global competitive market (Carlos Pinho, Paula Rodrigues & Dibb, 2014). Upon analysis, this has been observed that these multiple dimensions of culture are aligned in such a way that all dimensions are depended upon one another and have created a symbiotic dimension oriented culture (Cadden, Marshall & Cao, 2013).

Property Appraisal

It has been found that there is some award-winning events are organized in PepsiCo ultimately helps in a motivational way. For the leadership management, engagement of employees, building up the high level of communication among the employers and employees and within the departments for creating a co-operative friendly organizational culture has become effectively highlighted (Rahimi, 2017). As per the senior HR of PepsiCo, the award-winning event determines or indicates the great culture of the organization, which is quite unique for PepsiCo (Carlos Pinho, Paula Rodrigues & Dibb, 2014). This inspires and motivates all the employees and creates more potential among them to shine more in future among the huge crowd of the competitive market of the soft drink beverage industry (Carlos Pinho, Paula Rodrigues & Dibb, 2014). Again, on the other hand, the CEO of PepsiCo, Robbert Rietbroek has told at an event that PepsiCo mainly follows the people-focused culture that encourages the diversity and the flexibility of the organization (Rahimi, 2017). In Australia, PepsiCo has also been found to maintain gender equity within their organizational culture. For the last three years, they have been following this particular organizational culture (Cadden, Marshall & Cao, 2013). All these above mentioned organizational cultures or corporate cultures have been followed by PepsiCo in a combined way and this has created a real diversity within the organization. Each of the mentioned corporate cultures has its own set of characteristics, which are as follows: 

MPM732: Critical thinking – Assignment 1

• At the first one, the dimension of culture is award-winning culture. Based on the performance of the employees and the overall growth of the organization every year an event is organized where all the employees of that particular branch get together and the award winner’s names are called upon the stage with their influential performance description (Fiordelisi & Ricci, 2014). This particular award-winning event creates a determination and the willingness among the other employees to reach to that pick of success (Cadden, Marshall & Cao, 2013). They get motivated through these particular events and set their own mindset and goal to fulfil the organizational goal or vision (Avota, McFadzean & Peiseniece, 2015). These motivational factors are used and set strategically by the organization itself and over time passed among the members of the organization so that they can develop their performance (Naidoo & Martins, 2014). Through the performance evaluation process and through the performance management process all the growth of an employee and the organization as well are analyzed (Babnik et al., 2014). Upon analysis, the result is set finally by the head authorities who is going to achieve the prize or the award (Cadden, Marshall & Cao, 2013). The performance evaluation is done based on several factors like leadership process, managerial skills of the managers, employee engagement, effective communication and the value or benefits passed to the employees (Zhu, 2015). All these factors play an essential role in creating a social and psychologically positive environment or the workplace within the organization (Carlos Pinho, Paula Rodrigues & Dibb, 2014). Proper organizational vision and mission and the motivation or inspiration create a good value system within the organization, which is a never-ending process (Anitha & Begum, 2016). This enables all the employees or the organizational members to run with the same vision and goals in mind that in turn helps the long-term sustainable growth of the organization (Baker, Lichy & Stokes, 2015).). This particular cultural orientation can be defined as the individualism-collectivism dimension because in this case, the main motto of the chosen organization is to create a system that can run on a long-term basis (Burrell & Morgan, 2017). All the member’s Baker, Lichy & Stokes, 2015). represent themselves or their talent and skill in a group so that the entire system can work for unity and for the same vision or mission (Ebenezer, Bath & Pinfield, 2015).
• Again, the people-focused culture has also been identified to be followed in the organization. This particular dimension is again co-related with the individualism-collectivism dimension of culture because when there are the same vision works behind the entire organization’s employee’s minds then the collective effort will be found (Carlos Pinho, Paula Rodrigues & Dibb, 2014). This creates a system-centric work culture rather than a person-centric workplace. All the people or employees actively participate here to form a system and add more value to the organizational growth and sustainability (Ebenezer, Bath & Pinfield, 2015). 
• The last dimension that has been found to be followed in PepsiCo is gender equity. This can also be defined as the masculinity-femininity dimension of culture. In this case, two different dimensions are mixed together (Carlos Pinho, Paula Rodrigues & Dibb, 2014).  In the case of the masculinity dimension, the power of men among society or within the organization is higher than females. They hold positions that are more responsible and take the majority of the decision and they are significantly addressed as the strong body (Baker, Lichy & Stokes, 2015). On the other hand for the femininity dimension females gets more priority and more flexibility for their work time, and other work culture (Avota, McFadzean & Peiseniece, 2015). This sometimes creates a competitive and dominating scenario within the organizational culture. In this case, of PepsiCo, the scenario has been found different (Baker, Lichy & Stokes, 2015). Gender equity has been created that in turn has influenced the gender equilibrium power where both men and women get the same respect, same responsible positions to hold on and the same values or priority for their work culture enhancement (Avota, McFadzean & Peiseniece, 2015). This particular dimension of culture not only creates equity among the different genders but also creates a strong team within the organization where everyone participates actively and collectively. This also helps in the proper distribution of values among the team members or the organizational members (Fiordelisi & Ricci, 2014).  

IT Risk Management Assessment

Long-term and Short-term Dimension

The next or the second organization that has been chosen for the analysis of the corporate culture or the organizational culture is the Frucor Suntory Group. This is again a soft drink beverage company that are committed to creating a positive change in the beverage industry. They offer new values and tastes to their customers with a flexible choice of sugar. It has been found upon analysis that the origin of the company is Kiwi. They started up with the fruit juice from the rejected exported fruits. Since the year of 1960’s the company has been innovating their process and has developed the latest technologies for producing tasty and new soft drink beverages for its target customers. In the year of 2009, they became part of the Japanese company Suntory Group and named Frucor Suntory Group (Carlos Pinho, Paula Rodrigues & Dibb, 2014). The group CEO of the company namely Jonathan Moss has revealed the mission or the vision statement where he has clearly mentioned the organizational culture (Naidoo & Martins, 2014). Upon the core meaning analysis of the statement, it has been found that the company believes in winning and showing up a dimension of culture. They have adapted the process innovation concept, where they have been introducing change or innovation in the production or the manufacturing process of their sole products. Frucor Suntory Group has also been identified with the leading capacity where for the future prospect enhancement or for creating long-term sustainability among the global competitive market of soft drink beverages the company has completely focused on the change process (Babnik et al., 2014). As per the theoretical term, this particular dimension can be defined as the long-term and short-term dimensions of culture (Carlos Pinho, Paula Rodrigues & Dibb, 2014). Upon analysis of the company details and history, it has been revealed that all the employees have come forward to share the experience where they have told that the organization culture highly monitor their overall performance and the proper performance management is done efficiently (Carlos Pinho, Paula Rodrigues & Dibb, 2014). As per the organization, the employees of Frucor Suntory Group are the biggest asset and that creates the actual system.

Customer Support Management

The formed system works on a short-term goal to achieve its long-term goals stepwise. They want to perform in a better way in future than they have performed in the last decades. These statements or concepts clearly draw the visual image of the organization. The vision and the mission statement show the dimension of the culture of Frucor Suntory Group (Avota, McFadzean & Peiseniece, 2015). The long-term and the short-term based dimension are very much essential and play an influential role in the growth of the employees and the organization as well. An organization must have a big vision for their organization. This must be realistic and achievable. This can also be defined by the SMART objectives (Carlos Pinho, Paula Rodrigues & Dibb, 2014). The vision should have the proper planning to be achieved. Some short-term goals are first set for the organization. These are the stairs for long-term sustainable goals (Baker, Lichy & Stokes, 2015). A vision can only be achieved if these small stairs of goals can be achieved (Carlos Pinho, Paula Rodrigues & Dibb, 2014). All the employees need to be trained about the vision and mission. If the image of the vision is clear among all the members then the potential or the capabilities of achieving the short-term goals becomes easier (Carlos Pinho, Paula Rodrigues & Dibb, 2014). Upon progress and through the performance analysis the dimension may get changed or remain the same which helps in the clearance of the path towards achieving the objective and the long-term goals of the organization (Baker, Lichy & Stokes, 2015). This short-term and long-term dimension of culture is thus also based or aligned with the employee based dimension of culture because the goals are achievable only when the employees or the organizational members put their collaborative efforts (Avota, McFadzean & Peiseniece, 2015). 

HI6008 Business Research

Power Distance Index

The third organization that has been chosen for study in this particular context is the renowned soft drink beverage company namely Coco-Cola Amatil. Upon analysis, a vision statement has been found for them. This vision statement is like Making tomorrow stronger together. They are committed to bringing innovation in their product and services across different six markets (Carlos Pinho, Paula Rodrigues & Dibb, 2014). They are focused on local economics and want to share the unparalleled level of values with their stakeholder, community members, and customers. They are very much focused on their present performance which they evaluate on a regular basis and bring upon changes as per requirements. The Coca-Cola Amatil is a big brand that has been found to work in partnership for a prolonged period (Baker, Lichy & Stokes, 2015). They manufacture products, sell and distribute the products to the target market as per the requirements. It has been found upon analysis that Coca-Cola Amatil is a vibrant company where different cultured people are found at the workplace (Carlos Pinho, Paula Rodrigues & Dibb, 2014). This creates diversity in the cultural orientation. The diversification in the language, cultural background of the members or the employees does not create any issues or conflict (Baker, Lichy & Stokes, 2015). The organization has successfully adapted to the changes and the diversification where the different cultured or the mixed cultured workforce has been successfully progressing. It has been found that the organization is highly aligned with their mixed cultural workforce with creation of a specific value system for tomorrow. In each sic country where the company has established or expanded its branch, follows the same organizational culture and values (Carlos Pinho, Paula Rodrigues & Dibb, 2014). All the members and the employees of different branches play the same prior roles and responsibilities for the success of the main leading body (Ebenezer, Bath & Pinfield, 2015). The equal distribution of power, values have been created among all six branches of Coca-Cola Amatil. The power of distance is a type of cultural dimension followed in the corporate sector or within an organization (Ebenezer, Bath & Pinfield, 2015). The power of distance mainly focuses on the equal distribution of responsibilities within a nation as well as in all of its branches (Carlos Pinho, Paula Rodrigues & Dibb, 2014). The equal distribution of the responsibilities creates good value proportions among the members of the organization where they get encouraged for their performance development (Babnik et al., 2014). In short, the Power Distance Index is abbreviated as PDI. This mainly refers the degree of unequal distribution of power. Upon analysis, this has been found that people do not expect or accept the unequal distribution of power and this creates conflictions and low management capacity. The Power Distance Index can be measured through the scorecard that indicates the degree of equal and unequal distribution of powers among the members of the organization or within the different branches of the organization (Carlos Pinho, Paula Rodrigues & Dibb, 2014).

MBA HRM Assignment

Society of the organizational members only accepts the equal distribution of power and responsibilities among the entire system (Ebenezer, Bath & Pinfield, 2015). According to this theory of dimension of culture, if an organization has many branches then no branch authority has any right to distribute the power (Babnik et al., 2014). The leading head of the company must distribute the power among all the members of the organization or among all the branches where the same leading positions will pay the similar power and responsibilities in each branch (Carlos Pinho, Paula Rodrigues & Dibb, 2014). The high score of the Power Distance Index defines that an organization accepts the high level of unequal distribution of power and they understand their own place within the organizational system (Babnik et al., 2014). On the other hand, the low score of the Power Distance Index defines that the Power Distance Index has been widely distributed equally among all the members of the different branches of the organization or among all the members of the same organization (Anitha & Begum, 2016). This also indicates that these members will not accept any irrelevant and unethical distribution of power ever (Carlos Pinho, Paula Rodrigues & Dibb, 2014). Upon analysis of the Coca-Coal Amatil, it has been reported that in all the six branches of the company, the distribution of power is equal and the main motto of the company is to serve the good quality products among the target markets. The change process or the innovation in the products, fixation of the new strategies and or the strategic development is followed in all the branches equally and the responsible heads of the branches are reported to maintain a similar organizational culture. 

International Human Resource Management

Conclusion

 The corporate or the organizational culture is an important aspect that has to be analyzed to understand the value system of an organization. Each organization or the corporate sector do have a proper organizational culture. They follow a different pattern of dimension that increases their potentiality for successful and strong value creation within the organization. There are several kinds of dimensions that are found to be followed by the different organizations. In a few of the cases, the different dimensions are also found to be aligned or interlinked with some other dimension of culture. In this particular context, three different organization has been chosen they have a single similarity and that is their core domain. All the companies are renowned soft drink beverage companies based in Australia. The main reason for choosing these three similar domain organizations was to understand whether the similar kinds of an organisation has a similar organisational culture or not. Pon analysis it has been successfully found that though the domain is the same but the different three companies namely PepsiCo, Frucor Suntory Group, and the Coca-Cola Amatil groups are soft drink beverage companies but all of them follows different dimension of corporate or organizational culture. For PepsiCo a mixed dimension of cultures have been reported which clearly notifies that it does not matter whether a company has a signals et of dimension or mixed dimension, these do not create any confliction. Even the mixed dimensions create diversification in the cultural associations of the organization. Value creation is the biggest asset for any organization. The individualism-collectivism, power distance index, short-term and long-term dimension, employee-oriented or people-oriented dimension are the different important aspects. But upon the detailed analysis, it can be evidently said that every dimension has a small relationship among them and can not be sustained individually for so long. The diversification in the language, age group of employees, experience, the power distribution of power distance index is again the other important aspects of the corporation for the organizational culture. The most powerful dimension is the short-term and long-term dimension or the goal-oriented dimension because this is the one that creates true organizational value and without the value system or goals no organization can sustain for long. Individualism and collectivism also aligned with this goal-oriented dimension because the goals can only be achieved when individuals of the organization can perform actions dedicated to their skills, ideas and hard work.

Psychology: Behavioural Science 

Collaborative efforts always give a better result. The equal distribution of power among all the branches of the organization is also important because that creates specific value for the organization. This also makes a reputation or simply said the brand recognition which is an important aspect for the future growth of an organization. This also helps in building the long-term sustainability of the organization. Brand recognition helps in customer acquisition and maintaining the culture as the leading example for the particular brand. Any organization needs these brand values. That is how all the factors or the dimensions like language, age group of employees, experience, the power distribution of power distance index, short-term and long-term goals, the goals-oriented dimension of culture are important. Each dimension has its own value and purpose to be followed by an organization. Upon analysis of all the dimensions of the organizational culture, this can be ultimately said that each of the dimensions is essential to get a fruitful and strong organizational structure apart from the only value system creation. The proper structure maintenance, leadership style, management skills also enhance the performance of the organizational members. These all factors play an imperative role altogether. The organizational culture helps in determining the future scope or the prospect of the organization based upon the analysis of their dimension of culture. Thus it is very much essential to have an in-depth knowledge of the corporate or organizational culture and its role in creating or enhancing organisational value. 

Current Developments in Accounting Thought

References

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Avota, S., McFadzean, E., & Peiseniece, L. (2015). Linking Personal And Organisational Values And Behaviour to Corporate Sustainability: A Conceptual Model. Journal of Business Management, (10).

Babnik, K., Breznik, K., Dermol, V., & Trunk Širca, N. (2014). The mission statement: organisational culture perspective. Industrial Management & Data Systems, 114(4), 612-627.

Baker, C., Lichy, J., & Stokes, P. (2015). Values, Belief and Attitudes: The Implications for Organizational Culture.

Burrell, G., & Morgan, G. (2017). Sociological paradigms and organisational analysis: Elements of the sociology of corporate life. Routledge.

Cadden, T., Marshall, D., & Cao, G. (2013). Opposites attract organisational culture and supply chain performance. Supply Chain Management: An International Journal, 18(1), 86-103.

Carlos Pinho, J., Paula Rodrigues, A., & Dibb, S. (2014). The role of corporate culture, market orientation and organisational commitment in organisational performance: the case of non-profit organisations. Journal of Management Development, 33(4), 374-398.

Carlos Pinho, J., Paula Rodrigues, A., & Dibb, S. (2014). The role of corporate culture, market orientation and organisational commitment in organisational performance: the case of non-profit organisations. Journal of Management Development, 33(4), 374-398.

Ebenezer, C., Barth, P. A., & Pinfield, S. (2015). Social media applications within the NHS: role and impact of organisational culture, information governance, and communications policy.

Fiordelisi, F., & Ricci, O. (2014). Corporate culture and CEO turnover. Journal of Corporate Finance, 28, 66-82.

Gillespie, A., & Reader, T. W. (2017). Investigating organisational culture from the ‘outside’, and implications for investing. Psychology at LSE.

Naidoo, P., & Martins, N. (2014). Investigating the relationship between organisational culture and work engagement.

Rahimi, R. (2017). Customer relationship management (people, process and technology) and organisational culture in hotels: which traits matter?. International Journal of Contemporary Hospitality Management, 29(5).

Zhu, C. (2015). Organisational culture and technology-enhanced innovation in higher education. Technology, Pedagogy and Education, 24(1), 65-79.