SAS Institute And Google Inc.

The text refers to organizational culture as, “a system of shared assumptions, values, and beliefs that show people what is appropriate and inappropriate behavior.” (Carpenter, Bauer, Erdogan, & Short, 2014, p. 376). SAS Institute and Google Inc, are doing an awesome job with the organizational culture that is created for their employees. I must add that there is definitely a relationship between organizational culture and organizational performance, as it relates to success indicators such as revenues, sales volume, market share, and stock prices in both companies mentioned above. (Carpenter, Bauer, Erdogan, & Short, 2014, p. 377).

Michael Watkins shared in his Harvard business Review article that, “Culture is a process of “sense-making”

The company’s mission and vision focus on the entrepreneurial spirit, clients and leadership on the forefront, while people and integrity is the foundation. They believe that their employees should be comfortable and happy. They do everything they can to promote and incorporate employee engagement. Sutherland has this structure globally. It has its internal social media platform, to recognize and reward employee. That platform connects us with everyone around the world. Rewards, recognition and motivation is well rounded in this company. On the same social media platform mentioned above, employees are able to nominate their fellow coworkers for an award. Once that award is voted on by a panel as a win, the nominee gets points that is valued at a little under $100 US and they are able to browse the catalogue and buy anything they want. The good thing about it is you can save up our points for whatever you want. Winners are then invited to a yearly dinner treated like the Oscars. In fact, the last one we had was themed “the Oscars”. Employees look forward to this annual dinner and hope to win awards. In our culture, we love to dress up and look nice at fancy

However, it is extremely complicated to duplicate the culture which explains why the culture is an invaluable asset. In some cases, a strong culture could become a liability. During the class, we have seen that M&A failures can largely be explained by a clash of cultures.” (Maio, 2014). This culture can be a weakness when it comes to attracting the wrong set of employees. You will have employees who come with the intention to just enjoy the culture and not deliver. The motivation and the drive behind each employee will convert some into to performing while others won’t. On the other hand, there was an engagement fund freeze and we were not having much of the activities we did like we used to and employees were wondering what was happening. Some managers explained to their employees while some did not and this was not good. There was a small problem there with effective communication. I believe that all managers once they were told that that would have been the case, they should have informed their subordinates. This would have killed all the roots for rumors before they sprung up. Some of the employees understood, while some did not and as result, they doubted the response. Although this is a communication issue, it affected the way employees looked at our