As a consumer, I have experienced several culture types that are, clan, market, hierarchy and adhocracy culture, (Anon., 2011). Being a loyal customer to Samsung, I have come to notice that the global company leans towards an adhocracy culture whereby it focuses on creation, adaptability, and agility thereby promoting innovation. This has helped the company develop to be one of the largest companies in the world. I think that its corporate culture is correctly aligned to its strategy. This is evident from its high rate of growth year by year.
There are great variations in the definition of culture, therefore, resulting to other disagreements on what organizational culture is. Without an agreed definition of culture, it is impossible to decipher other important factors of the company such as structure (Taylor, 2010). Peoples’ definition of culture may vary because the notion of ‘culture’ is static and changes over time. I agree with Bruce Perron’ definition of culture as a process of ‘sense making’ in companies – a process of coming up with shared consciousness out of distinct individuals’ perceptions and interests. This is because I believe culture involves beliefs of a group of people. For example, a company like KFC may have a culture of focusing on teamwork more than anything else in its operations.
Building a culture-based company involves filling the organization with the right people. A company should be willing and ready to find out by all means if it indeed has the right people in its team who can be able to carry on with the company’s culture that has enabled it to be as successful as it is. Zappo’s CEO Tony Hseih and his colleagues offer a quit bonus of $1,000 just so that it can have the right employees who are committed to maintaining the company’s important culture and customer obsession, (Taylor, 2008).
There are seven dimensions of organizational culture – innovative, aggressive, outcome oriented, stable, people oriented, team oriented and detail oriented. Toyota Motor Corporation is one of the most successful companies in the world. Its culture has played a huge role in its growth and expansion over the years. The company believes in a culture whereby employees are constantly challenged to be innovative, (Spear, 2008). It puts values its employees and the huge impact they have on the company. Toyota encourages its employees to join clubs, which creates a team spirit within the company. Despite its stability in the market for the past 40 years, Toyota promotes the culture of keenness to avoid unnecessary errors.
I completely agree with the author’s opinions on the reliability of Johnson and Scholes’ Cultural Web in adjusting corporate culture. This is because of the ability to change any or all of the six elements of corporate culture as per the model – symbols, power structures, ritual and routines, myths and stories, organizational structures and control systems. The ease of understanding of the model by employees makes it more useful, (Anon., n.d.). For example, one of the advantages of using the typology type is that the leadership team never has to crack their heads. (Giannantonio, 2011)
Frederick Winslow Taylor is responsible for describing how productivity could be improved in companies using scientific methods of management. In his book, The Principles of Scientific Management, he called for a change in the way tasks were carried out and making jobs simpler enough such that employees could be trained to correctly carry out their distinct order of motions in the “best” way possible, (Taylor, 1914). Before the onset of scientific management, lengthy apprenticeships equipped artisans with different skills. The craftsmen had the freedom of deciding how they would do their work. Scientific management noted that workers’ skills were being underutilized; soldiering, (Wredge, 2008). Taylor argued that scientific management was way better the “initiative and incentive” method that gave employees incentives then leaving them with the task of figuring out how they would achieve the set make. Taylor used stopwatches in his time studies to time employees’ sequence of motions with the aim of establishing the most favorable way of carrying out a task. Frederick Taylor came up with four principles of scientific management:
- Replace common ways of work with methods founded on a scientific study of the job.
- Scientifically identify, train and augment employees rather than letting them train themselves.
- Collaborate with employees to make sure that scientifically developed ways are being adhered to.
- Split up work almost uniformly between managers and employees so that managers plan the work according to the principles while executing the tasks.
Henry Ford adopted these principles and applied them to his factories often resulting in increasing productivity. With time, he made improvements on the idea. Instead of having workers go to work, he came up with an assembly line through which work was taken to the employees. Work was further broken down to the smallest components, (Levinson, 2012). The conveyor belt moved along a part of the machine while static employees recurrently added a piece to the automobile. These developments, rationalizing and regularizing of the work process, not only increased the productivity but also dramatically reduced the cost Ford's Model T, (Drucker, 2009).
Based on the drawbacks of the principles; I don’t think workers in first world countries like Australia, America or Europe can accept Taylorism in the present day. One of the drawbacks includes mental strain from the hard work of doing the same thing over and over again. Taylorism did away with the idea of meaningful work apart from replacing spiritual and moral rewards for work with material rewards. Script designs used in call centers employ some form of Taylorism since it involves repetition of same minute tasks hundreds of times in a day. Even though this clip shows a clip of history from 100 years ago, I think there are parts of the world that might find these ideas useful. Developing countries, for instance, would find the principles of scientific management useful as they strive to be industrialized. Implementing the principles correctly would result in high productivity, the creation of employment, and high returns on investments thus improvement of living standards.
Anon., 2011. ‘Culture clash: When corporate culture fights strategy, it can cost you’ . [Online] Available at: [Accessed 27 April 2017].
Anon., n.d. Using cultural models for changing corporate culture. [Online] Available at:
Drucker, P.F., 2009. Knowledge-worker productivity: The biggest challenge. California management review, 71(2), pp.79-94.
Giannantonio, C.M., 2011. Frederick Winslow Taylor: reflections on the relevance of the principles of scientific management.
Levinson, W.A., 2012. Henry Ford's lean vision: Enduring principles from the first Ford motor plant. Productivity Press.
Spear, S., 2008. ‘MIT's Steven Spear Discusses Toyota's Corporate Culture’. [Online] Available at:
Taylor, F.W., 1914. The principles of scientific management. Harper.
Taylor, B., 2008. ‘Why Zappos Pays New Employees to Quit--And You Should Too’ . [Online] Available at: [Accessed 27 April 2017].
Taylor, B., 2010. What is Organizational Culture? And Why Should We Care? [Online] Available at: [Accessed 27 April 2017].
Wredge, C.D.a.S.A.M., 2008. Cooke creates a classic: the story behind FW Taylor's principles of scientific management. Academy of Management Review, 32(4), pp.736-49.