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Oracle's culture also relies on teams instead of larger and highly hierarchical organizational structures (Eden, 2006). These teams give employees an opportunity to personally identify with their team goals and have a higher level of accountability and performance as a result (Kumar, 2007). Of the seven primary characteristics of an organizational culture, Oracle has a strong outcome orientation, team orientation, aggressiveness, and innovation and risk-taking.
One of the most appealing aspects of the Oracle culture is the sense of urgency of getting goals accomplished both individually and as part of a team. There is an intensity that teams have to get to their goals together. The potential for job satisfaction is very high in that type of environment. Having the chance to define ones' own objectives in a job and also decide how to achieve them critical for job satisfaction. That's what is most appealing about the Oracle culture from a potential employee standpoint. Valuing and allowing investments in innovation and risk taking also contributes to a more achievement-oriented mindset by employees as well. Having the opportunity to be part of teams managed in this way, in a culture so committed to continually improving, is appealing.
The Oracle organizational culture is strong. Having been founded by Larry Ellison...
The cultural values of innovation and risk taking, outcome and team orientation, and aggressiveness permeate the culture. As a result the strength of cultural values are often seen in the support that sales managers and directors get within the company. Serving the sales force is a unifying aspect of the culture; all of the characteristics of the culture are focused on how to win new business and keep existing customers. The Oracle culture is further strengthened when a company is acquired. The acquired company's employees are given immediate access to all Oracle collaboration tools and applications including the company Intranet. This gives these new employees a chance to get immediately connected with others throughout the company they will be working with. Employees from acquired companies are assigned to teams immediately and often given their goals and objectives within the first week. The urgency of getting new employees productive further supports the strength of the Oracle culture.
The Oracle culture is highly customer-responsive as a culture. The employees Oracle chooses to hire are often known for their high levels of autonomy and ability to work independently.
One of the most appealing aspects of the Oracle culture is the sense of urgency of getting goals accomplished both individually and as part of a team. There is an intensity that teams have to get to their goals together. The potential for job satisfaction is very high in that type of environment. Having the chance to define ones' own objectives in a job and also decide how to achieve them critical for job satisfaction. That's what is most appealing about the Oracle culture from a potential employee standpoint. Valuing and allowing investments in innovation and risk taking also contributes to a more achievement-oriented mindset by employees as well. Having the opportunity to be part of teams managed in this way, in a culture so committed to continually improving, is appealing.
The Oracle organizational culture is strong. Having been founded by Larry Ellison and initially managed to excel first at sales and second at service (Greenbaum, 1992), the culture is increasingly becoming customer relationship-oriented. The cultural values of innovation and risk taking, outcome and team orientation, and aggressiveness permeate the culture. As a result the strength of cultural values are often seen in the support that sales managers and directors get within the company. Serving the sales force is a unifying aspect of the culture; all of the characteristics of the culture are focused on how to win new business and keep existing customers. The Oracle culture is further strengthened when a company is acquired. The acquired company's employees are given immediate access to all Oracle collaboration tools and applications including the company Intranet. This gives these new employees a chance to get immediately connected with others throughout the company they will be working with. Employees from acquired companies are assigned to teams immediately and often given their goals and objectives within the first week. The urgency of getting new employees productive further supports the strength of the Oracle culture.
The Oracle culture is highly customer-responsive as a culture. The employees Oracle chooses to hire are often known for their high levels of autonomy and ability to work independently.
Customer service is a fundamental service that a business should provide in order to increase sales and have a returning clientele. Customer service thus becomes a very important facet of a good business and of growing profits. In this paper various questions will be analyzed, such as what good customer service actually means, and what defines such service. A company will further be selected, and will be analyzed from the
While this approach has been implemented by most of the economic agents, British retailer Marks and Spencer argues that the economic crisis is no excuse for the business institutions to postpone their green initiatives. They as such invested £200 million in their own ethical campaign, and they now implement it, while in the same time, criticizing other companies for having renounced their initiatives in the wake of the economic crisis.
Organizational Culture Integrating culture and diversity in decision-making:The CEO and organizational culture profile. Historically, there are many definitions about organizational culture, which different literatures offer different definitions. The most popular definition is "the way a company does their thing around the company." In addition, organizational culture refers to the attributes of an organization, or in other terms, it is appropriate to link organizational culture as the right ways in which companies understand
This is the starting point. Here, the organization's mission and core values are developed to make sure they address all important issues of the organization Rosenthal & Masarech, 2003() The second step was communication whereby the Navy made sure all members of the organization were well aware of the mission and core values by hanging them in every corner of the organization. This made sure that nobody in the organization
Organizational Culture and Sustained Competitive Advantage Organizational culture is a defining feature of every organization. The unique culture that every organization displays has an affect on its ability to remain profitable. Culture can have either positive or negative affect on the ability of the organization to remain competitive. Much academic research up to this point has focused on theory and defining what is meant by culture and sustainable competitive advantage. This
Customer Service at Apple Apple's customer service is among its strongest features. Its innovative in-store checkout and support methods and its highly qualified staff of in-house technical support agents help keep Apple's customer service standards up to par with the high product standards cited in the company mission. Among the most important of objectives for Apple when it comes to customer service is the level of knowledge possessed by each of its