• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

What are the observable artifacts, espoused values and basic assumptions associated with Ciscos culture? Explain.

Extracts from this document...

Introduction

CASE ANALYSIS - CISCO SYSTEMS What are the observable artifacts, espoused values and basic assumptions associated with Cisco's culture? Explain. An observable artifact is the physical manifestation of an organization's culture. Examples of these artifacts include acronyms, manner of dress, awards, myths and stories told about the organization, published lists of values, observable rituals and ceremonies, special parking spaces, decorations and so on (Kreitner & Kinicki, 2010, p. 65). The most obvious physical manifestation of Cisco's culture is their use of cross functional teams, councils and boards to enhance innovation and collaboration which can expedite decision making. According to CEO John Chambers, the benefits of this team oriented management systems are skill, speed, and flexibility (Kreitner & Kinicki, 2010, p. 89). According to Cisco's website their culture is one that is fun, open, innovative, collaborative, built on teamwork, inclusive, and one of giving back to the community. The website's published lists of values are collaboration, customers, employees and community (cisco.com). Espoused values are the explicitly stated values and norms that are preferred by an organization. They are generally established by the founder of a new or small company and by the top management team in a larger organization (Kreitner & Kinicki, 2010, p. 66). Cisco's culture places value on collaboration through teamwork and compensates staff based on this premise. Communication and collaboration are at the heart of Cisco's working environment. They promote flexible, cross-functional teams that work together to enhance business opportunities. A good example of this practice is given in the case study. ...read more.

Middle

Employees are expected to react fast, work hard, and deliver quality work on time. Organizations with this type of culture tend to reward people who deliver results (Kreitner & Kinicki, 2010, p. 73). At Cisco, customer satisfaction is a core value. Customer satisfaction drives the entire organization. It is a central part of Cisco's culture and is tied to the bonus plan. Although market share, profitability, and goal achievement are an end product for Cisco, the means by which it gets there isn't exclusively through customer focus, productivity, and enhancing competition. Its main focus remains collaboration (cisco.com). A Hierarchy Culture has an internal focus which produces a more formalized and structure work environment and values stability and control over flexibility. This orientation leads to the development of reliable internal processes, extensive measurement, and the implementation of a variety of control mechanisms. Companies with a hierarchy culture are more likely to use total quality management programs. Effectiveness in a company with this type of culture is likely to be assessed with measures of efficiency, timeliness, and reliability of producing and delivering products and services (Kreitner & Kinicki, 2010, p. 73). I don't believe that Cisco has is a hierarchy culture. According to Kreitner & Kinicki, CEO Chambers realized that Cisco's hierarchical structure precluded it from moving quickly into new markets so it began to group executives into cross-functional teams (p.89). This leads one to believe that Cisco once had this type of culture but doesn't anymore. Its main thrust is not control and its end is not efficiency, timeliness and smooth functioning. ...read more.

Conclusion

In 2010, Cisco spent more than 90million on employee training and development (cisco.com). > Cisco uses annual employee performance management reviews which allow employees to review their development and performance from the previous year and plan their needs for the upcoming year with management (cisco.com). > Cisco continually reviews its hiring strategy to ensure that it supports its business goals, In 2010 it piloted "Talent Connection" which is an internal tool that allows recruitment teams, managers and employees to work together to match skill sets against internal job openings. During this pilot program, nearly eighty percent of positions were filled by internal candidates. Feedback from both candidates and mangers indicated a high level of satisfaction with this new process (cisco.com). > Cisco provides competitive, performance-based pay and benefits that reward innovation, collaboration and profitability (cisco.com). All of the techniques used above have worked together to change the culture at Cisco to what it is today. Would you like to work at Cisco? There are many aspects of Cisco's culture that I find appealing such as cohesion, inclusion, employee development, commitment and collaboration however, I would have a difficult time working on so many teams and having my compensation based on collaboration. I believe that teamwork is important but having my compensation tied to collaboration and teamwork would be stressful. I have worked on many teams both in the working environment and at school. Some of them have been very effective others have been terrible. Often times, there was at least one weak team member causing the other team members to work harder and to carry more of the load. So I would have to say no to working at Cisco. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Management Studies section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Management Studies essays

  1. BP Report. This report aims to investigate the perpetuation of culture and the need ...

    And Sveningsson S., 2008, Changing organizational culture, New York: Routledge Brown, A., 1998, Organisational Culture, 2nd edition, London: Pitman Drennan, D. ,1992, Transforming Company Culture, London: McGraw-Hill Hofstede, G., 2005, Cultures and organizations, London: McGraw-Hill Journals Pacanowsky, M. E. & O'Donnell-Trujillo, N.

  2. Can Culture Be Managed?

    Customers were invited during the development of new models, to provide suggestions. The management also listened to the customers who wrote to the company; with sometimes, the designers even responding to some letters by phone. Designers were sent to photograph the interiors of the pickups, to see where the cups, maps, etc.

  1. Aldi. A critical evaluation and audit of its Structure, strategy, culture and management/leadership

    3.3 Analysis of Organisational Culture The culture of an organization depends on how a company delegates, its aim and ethics, traditions, policies in its employees to adhere to all management levels. It is defined as "The collection of traditions, values, policies, beliefs and attitudes that constitutes a pervasive context for everything we do and think in an organization" (Mullins, 2005).

  2. General Management - organisation, leadership and theories.

    determined by the type of service that the restaurant wants to provide. Specialization refers to the designing of work so that each individual undertakes a limited set of activities. As labor is divided, people can focus on their particular jobs * Departmentalization Is the grouping of activities and responsibilities by subunits of the organization?

  1. Expressing the mission and vision of organizations - The case of Huawei Technologies

    Without leadership, organizations move too slowly, stand still and lose their way. Problems of implementation are really issues about how leaders influence behavior and overcome resistance. Leadership is crucial in implementing decisions successfully. 1. The strategic vision. Strategic planning is providing direction and meaning to the every day activities of an organization.

  2. Organisational Behaviour. There are many definitions for organizational behavior, but the simplest one ...

    in the norming or initial integration stage, groups have problems managing members relations and task effort; in the performing or total integration stage, groups have problems managing continuous improvement and self-renewal; in the adjourning stage, groups have problems managing task completion and the process of disbanding.

  1. Investigation Recruitment and selection process.

    * Employees are likely to show their strength and not weaknesses. * Not in standard format * The post may take a long time or get lost. By telephone Employee call in a Tesco Store and notes are made about them.

  2. Innovation For Business Success. It is possible to be innovative in both large ...

    Some firms pay their staff for innovations and continuous improvement ideas, some give additional benefits as monetary or non-monetary bonus elements, and some have powerful recognition systems, which may be formal or informal, depending on their style and culture. Perhaps the adage above "What gets measured gets done" can be extended to "What gets measured and rewarded gets done, hard!"

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work