Cultivating Corporate Culture

Cultivating Corporate Culture

Try to define culture. Many would describe social values, mutual beliefs, manners of behaviors, and means of communication on a state level. Now, try to describe corporate culture. This explanation proves less obvious. Corporate culture applies the same recognized principles from the state level to a smaller setting, a business or organization. Corporate culture can be defined as the “shared values and assumptions that are communicated extensively both verbally and nonverbally” (Hinkin). Corporate culture is constructed by the core philosophy of a company. This philosophy is “the fundamental and defining element of a company’s identity … [where] all policies, initiatives and decisions are linked to this philosophy” (Hinkin). By establishing a well-defined philosophy and consistently ensuring all elements of a company are in harmony with such philosophy, a company naturally builds a rich corporate culture. Thomas Watson Jr., renowned for his professional achievements as IBM’s 2nd president and as the 16th United States Ambassador to the Soviet Union, proclaims the importance of a rich corporate culture in his book A Business and Its Beliefs,

“I firmly believe that any organization, in order to survive and achieve success must have a sound set of beliefs on which it premises all its policies and actions. Next, I believe that the most important single factor in corporate success is faithful adherence to those beliefs and final, I believe if an organization is to meet the challenge of a changing world, it must be prepared to change everything about itself except those beliefs as it moves through corporate life” (Posner).

Thus, establishing a well-defined and absolute culture within an organization is essential to a company’s success.

Google exemplifies highly successful organization with effective execution of corporate culture through their human resource department. Imagine working for Fortune in its search for the “100 Best Companies to Work For 2012.” To measure the companies, random employees from 343 companies completed the Institute’s Trust Index surveys, questionnaires centered on individuals’ attitudes towards their company’s culture. Additionally, company’s completed the Institute’s Culture Audit, an open-ended examination the foundations of their corporate culture. Now, a conclusion must deduce from the information. Weighing two-thirds of a company’s score on employee surveys and the remaining one-third on the culture audit, you find Google wins. To advertise their award you produce a release crediting Google with the win. You find Google’s mission, culture and famous perks distinguish it as the ultimate company for employees (“100”). In turn, this company credits its human resource department, or their title People Operations, for “preserving Google’s uncommon culture as [they]