Being an outsider to the company, it is difficult to receive first hand information about P&G's culture and policies in organizational behavior. Still, after doing some research on the internet, and after some personal experience from P&G's company presentations to students, I realized that the external signs of the company's culture appeal to me as a culture that is open to young people, new ideas and innovative thinking…
The recruitment process at the company deploys innovative elements that help candidates implement self-assessment during the testing process (Recruiting Blueprint). Further on, the company philosophy declares equal opportunities for open positions and supports promotion from within, through on-the-job, formal and on-line training programs.
P&G's corporate values can be found on its international website (Careers Global). These are leadership, Ownership, Integrity, Passion for Winning, and Trust. To me the most appealing aspects of the corporate value system are leadership and passion. In my opinion strive for leadership and passion are values a person is born with, but need to be developed and guided and this requires a proper corporate culture. P&G promotes these principles through strategic focus on work, dedication to innovation, and by valuing "personal mastery". Further on, integrity and ownership mean that individual and company interests are one and the same, which makes P&G's employees and associates owners of the company successes.
Most of the company's products are manufactured in company owne...
Attention to detail
Most of the company's products are manufactured in company owned facilities (Sustainability Report, 2004). Being a consumer products manufacturer, details are important, because they create value for P&G's customers.
Central to P&G's strategy is the company's capability to develop and introduce new products within short time limits (Ball et al, 2005, p. 450). Annually the company spends nearly $2 billion on R&D in 150 science areas (Huston et al, 2006).
The power of people at P&G is focused on the following statement by one of the company's former CEO's: " But if you take away our money, our buildings, and our brands, but leave us our people, we can rebuild the whole thing in a decade" (Recruiting Bluepring).
Aggressiveness and competitive spirit is promoted through the stated values of "leadership" and "passion for winning".
4. Does the organization you identified have a strong or weak culture Explain.
Is this culture ethical, customer-responsive, or spiritual
Being a global employer to 98,000 people in 80 countries (Company Profile) is not an easy task. It requires wise management of people and processes, and a strong organizational culture. In my opinion P&G's culture is strong, because it promotes the same core values and principles in all its subsidiaries. Strong sustainable culture is sustained through strong selection practices worldwide; strong P&G's brand name, universal English language for internal communication, a Worldwide Business Conduct Manual (Sustainability Report, 2004) and other tools.
When analyzing the culture, I can define P&G as a customer-responsive culture. There are many aspects that ...
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The author of the essay focuses on the topic of a typically downstream company with multiple products and multiple markets. Value addition is generated by adding extras to the product to meet specific customer needs. The author analyses the customer-orientation and customization as the keys to success.
92). Established patterns of behaviour are norms. These two definitions are those which a number of people can identify with. 1.2 Definition of Organisational Culture Willcoxson and Millet (2000) indicate that defining organisational culture is a challenge because even though there have been agreement about its components ‘as a broad construct’, there are significant disagreements on a number matters including: What constitutes organisational culture Whether a particular organisation culture can be fully described Whether the management of culture can be effective, and if so Which management strategies are likely to succeed However, W Willcoxson and Millett (2000, p.
According to the paper the company wants to design products which will achieve maximum customer delight and conserve natural resources. It wants to win the confidence of the customers and help its leading brands to reach out different countries. It mainly wanted to focus on the core business and become strong global market leaders.
During 1940s P&G's international strategy was to export its products to build demand locally and then establish local sales companies or productions sites. P&G employed overseas the same policies that were successful in the United States. As a result, it took P&G 15 years to launch Pampers in 70 countries.
An article in the Fortune Europe edition (April 17th, 2006) wrote that Procter & Gamble (number 24 in their Fortune 500 list) owned as many as 22 brands with each exceeding 1$ billion in sales. P&G had acquired 5 of these brands during the course of its $61 billion acquisition of Gilette (which was acclaimed as the largest merger of the year 2005).
The P&G company has Political Action Committee, which is considered voluntary political action committee. The committee empowers P&G workers to pool voluntarily financial and personal contributions aimed at providing support for candidates at all levels.These candidates in their turn have to support matters valuable to the quality of life and business
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