Organizational culture, BUS 4402

 During this first week of BUS4402, I read chapter one, two, and fifteen of the textbook. What attracted me the most is the diversity program. It may seem pretty simple at first. However, it is not as easy as we think it is. Diversity isn’t just changing the complexions of workplaces across the country. It’s also changing the faces of consumers. I reckon that it is a persisting, systemic, structural, and cultural plan or strategy to keep a business operating within a diverse beneficial environment. 

Two years ago, when I worked at a coffee shop, I have a deep experience of the reason why happier employees are more productive and engaged. One of the reasons is that they tend to be more active and less likely to quit. Although customers are one of the important stakeholders, employees are also an important part of how a company can satisfy the needs of its customers. In addition, when employees feel valued and respected, which leads to greater collaboration and creativity. In the example of the coffee shop, I found that the barista is more likely to actively practice and make better latte art. I think there is a big difference between requiring someone to do something and someone actively performing something. Employees can do one thing as good as 60% or as good as they can to make it close to 99%.

Organizational culture is also a totally new concept for me. I think many business owners start their business with purely one goal, hiring people to work for them and to make money for themselves. However, while employees start working for you, there is huge differences between fear for being fired and happy to work for you. When the boss only care about how much money his/her employees can earn and do not care much about their health, satisfaction, or happyness, his/her employees are likely to put less effort into their jobs. And, the topic made me think of a company, Dyson.

Dyson, a name that has become synonymous with vacuum cleaners and known for transforming a brilliant engineering idea into a bright success. Dyson products are sold in 45 countries of Europe, Middle East, Australia and United States. Dyson’s remarkable success can be attributed to the corporate culture that flows directly from the founder’s personality, problem solving, creativity, and innovation. The consistency in personality and the open culture embedded in the very fabric of organization where mistakes are not punished, rather valued because of a potential to be turned into success.((Ltd, Dyson Company Analysis: Industry and Culture 2021)

Reference

Ltd, A. A. (2021, December 31). Dyson Company Analysis: Industry and Culture. UK Essays. Retrieved February 1, 2022, from https://www.ukessays.com/essays/business/examining-the-rise-of-the-dyson-company-business-essay.php