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Organizational Culture and Harley-Davidson
Pages 4 (1004 words)
As organizations bask in the Information Age, the arena of global trade does not consist mainly of getting high profits and satisfying customers. Many organizations are presently realizing the importance of maintaining a steady organizational culture because it helps management achieve its objectives as a corporation.
The success of Harley-Davidson as a company can be attributed to its strong organizational culture. Harley-Davidson management strived to rediscover the things their company did best and was gifted with the knowledge of what culture could help achieve its vision of the future. Its leaders consciously re-examined its community roots and undertook actions that served long-term corporate and community purposes (Burack, 1993, p. 78). According to Schuster and Weidman (2006), Harley-Davidson's culture could be described as participatory because it imbues "collaborative decision-making at all levels". Schuster and Weidman (2006) shared that this company applies "collaborative model" because it decentralized the senior management's decision-making down to its salaried-only work groups. Although Harley-Davidson management considers this culture as a "work in progress", it has already attained various success levels throughout the organization. The continued exposure of their leaders and plant floor employees into working productive teams, the company has gained non-traditional opportunities and it increased the level of employee support for this practice of labor-management partnership. Harley-Davidson's is an epitome of a company's effective approach to people management
No doubt, organizational culture ...
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