A study report about practices & strategies followed by industry on

“Organization culture”

In partial fulfilled for the requirement of the subject: organizational behavior in

the two year full-time master of business administration programme,

GLS university

Submitted To

Dr. Juhi shah

Associate professor

Submitted by

(01) Chandraprakash Singh (202100620010270)

(02) Chirag Shah (202100620010372)

(03) Jaydeep Patel (202100620010043)

(04) Ravi Rana (202100620010050)

(05) Nihar Raut (202100620010053)

(06) Ritesh Makani (202100620010168)

Submitted on

06/12/2021

Faculty of Management

GLS University

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 PARTICULAR

I. PREFACE
II. ACKNOWLEDGEMENT
CHEPTER INTRODUCTION OF THE TOPIC OF PROJECT
1
Theoretical understanding of the topic selected

CHEPTER APPLICATION OF THE SELECTED TOPIC IN

2 COMPANIES

Innovative practices & strategies followed in

industry
CHEPTER CONCLUSION
3
REFERNCES
ANNEXURES

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 PREFACE

If we have knowledge and we don’t apply than that knowledge has no

important and we human are acting like animals but something is different
between humans and animals so we apply those knowledge as per requirement
so we can say it is rightly said “Applied knowledge is power.

Today or in future, theoretical study hasn’t any value without the

practical knowledge of that application or we can say, “Practical knowledge is
more powerful than the knowledge of books” in today’s business world also
practical knowledge plays important role.

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ACKNOWLEDGEMENT

We believe an ocean is filled by droops and each and every drop should
count, similarly we should count favour of all our helpers here but this not
possible. So forgive us for the same.

We take this opportunity to express my sincere thanks to all those who

helped me in the preparation of this report. I am being very thankful to
ASSOCIATE PROFESSOR Dr.Juhi shah for giving me guidance to prepare
this project report.

We are also thankful to our friends, family member & those who are
helping us directly or indirectly to make this project.

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Organizational Culture

Organizational culture is the collection of values, expectations, and

practices that guide and inform the actions of all team members. Think of it as
the collection of traits that make your company what it is. Don’t confuse culture
with organizational goals or a mission statement, although both can help define
it. Culture is created through consistent and authentic behaviors, not press
releases or policy documents. You can watch company culture in action when
you see how a CEO responds to a crisis, how a team adapts to new customer
demands, or how a manager corrects an employee who makes a mistake.

“Organizational culture includes an organization’s expectations,

experiences, philosophy, as well as the values that guide member behavior, and

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is expressed in member self-image, inner workings, interactions with the outside
world, and future expectations.”

“Organizational culture is defines as the underlying beliefs, assumptions,

values, and ways of interacting that contribute to the unique social and
psychological environment of an organization.”

Charateristics Of Organizational Culture :

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(1) Innovative Cultures:

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 According to the OCP framework, companies that have innovative
cultures are flexible and adaptable, and experiment with new ideas. These
companies are characterized by a flat hierarchy in which titles and other status
distinctions tend to be downplayed. 

(2) Aggressive Culture:

Companies with aggressive cultures value competitiveness and

outperforming competitors: By emphasizing this, they may fall short in the area
of corporate social responsibility. For example, Microsoft Corporation is often
identified as a company with an aggressive culture. The company has faced a
number of antitrust lawsuits and disputes with competitors over the years.

(3) Outcome-Oriented Cultures:

The OCP framework describes outcome-oriented cultures as those that

emphasize achievement, results, and action as important values. A good example
of an outcome-oriented culture may be Best Buy Co. Inc. Having a culture
emphasizing sales performance, Best Buy tallies revenues and other relevant
figures daily by department. Employees are trained and mentored to sell
company products effectively, and they learn how much money their department
made every day.

(4) Stable Cultures:

Stable cultures are predictable, rule-oriented, and bureaucratic.

These organizations aim to coordinate and align individual effort for greatest
levels of efficiency. When the environment is stable and certain, these cultures
may help the organization be effective by providing stable and constant levels of
output.

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 (5) People-Oriented Cultures:

People-oriented cultures value fairness, supportiveness, and respect for

individual rights. These organizations truly live the mantra that “people are their
greatest asset.” In addition to having fair procedures and management styles,
these companies create an atmosphere where work is fun and employees do not
feel required to choose between work and other aspects of their lives.

(6) Team-Oriented Cultures:

Companies with team-oriented cultures are collaborative and emphasize

cooperation among employees. For example, Southwest Airlines Company
facilitates a team-oriented culture by cross-training its employees so that they are
capable of helping each other when needed.

(7) Detail-Oriented Cultures:

Organizations with detail-oriented cultures are characterized in the OCP

framework as emphasizing precision and paying attention to details. Such a
culture gives a competitive advantage to companies in the hospitality industry by
helping them differentiate themselves from others.

Importance of organizational culture:

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 Organizational culture affects all aspects of your business, from punctuality and
tone to contract terms and employee benefits.

 When workplace culture aligns with your employees, they’re more likely to feel
more comfortable, supported, and valued.

 Companies that prioritize culture can also weather difficult times and changes in

the business environment and come out stronger.

 Culture is a key advantage when it comes to attracting talent and outperforming

the competition. 
 And almost half of employees would leave their current job for a lower-paying
opportunity at an organization with a better culture.
 The culture of an organization is also one of the top indicators of employee
satisfaction and one of the main reasons that almost  of employees stay in their
job.

Qualities of organizational culture:

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Every organization’s culture is different, and it’s important to retain what makes
your company unique. However, the cultures of high-performing organizations
consistently reflect certain qualities that you should seek to cultivate:

(1) Alignment:

Alignment comes when the company’s objectives and its employees’

motivations are all pulling in the same direction. Exceptional organizations work
to build continuous alignment to their vision, purpose, and goals.

(2) Appreciation:

Appreciation can take many forms: a public kudos, a note of thanks, or a

promotion. A culture of appreciation is one in which all team members
frequently provide recognition and thanks for the contributions of others.

(3) Trust:

Trust is vital to an organization. With a culture of trust, team members

can express themselves and rely on others to have their back when they try
something new.

(4) Performance:

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 Performance is key, as great companies create a culture that means
business. In these companies, talented employees motivate each other to excel,
and, as shown above, greater profitability and productivity are the results.

(5) Teamwork:

Teamwork encompasses collaboration, communication, and respect

between team members. When everyone on the team supports each other,
employees will get more done and feel happier while doing it?

Why Organizational Culture Matters :

(1) Customer satisfaction :

Employees are a company’s representatives. If they’re engaged and

believe in the values of your company, it will only make your brand stronger.
There is a distinct link between customer satisfaction and company culture.

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When employees are dedicated they can influence customers and increase
customer satisfaction level.

(2) Motivation :

After many researches and studies a theory was formulated – why we

work determines how well we work. When employees enjoy their work, identify
with their roles and responsibilities, and are aligned with the goals, they are
highly productive and engaged.

(3) Growth :

Having a strong organizational culture & corporate culture gives your

company scale to grow. A study was conducted by Deloitte and it was found
83% of respondents who work with a strong sense of purpose ingrained into
culture are more confident in their company’s ability to deliver best in class
services and for companies products.

(4) Attracting top talent :

Another benefit is that a comprehensive organizational culture helps to

hire best people. Today potential employees look for more than just a good
salary. They look at the overall working conditions, organizational culture,
leadership etc. They’re looking for employers who are concerned about their
overall growth on and give them chances to learn and grow the job.

(5) Employee retention :

The employee of today doesn’t just want to look for a job, he/she seeks
an environment and community that encourages collaboration and which fosters
knowledge sharing. A survey conducted by Google found that 88% of

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respondents said that their organizational culture and leadership supports
collaboration and knowledge-sharing.

(6) Company image :

In the current times corporate culture is all about transparency and

scrutiny. Most leading organizations base their rankings on employee critique of
company culture. A study was recently done by Deloitte and Glassdoor and it
was found that an employee’s rating for culture and values is 4.9 times more
predictive of a positive recommendation than salary or other perks.

TATA MOTORS

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INTRODUCTION

 Today’ world is fast paced, intermediate, world where people are asking for new
answer mobility India leading company tata motors is surging ahead with
innovative solution.

 Tata Motors Limited India's largest automobile company, it is the leader in

commercial vehicles in each segment, and among the top three in passenger
vehicles with winning products in the compact, midsize car and utility vehicle
segments.

 The company is the world's fourth largest truck manufacturer, and the world's
second largest bus manufacturer.

 Tata Motors has been at the forefront of the Indian automobile-cleaner engines.

 Therefore, Tata Motors Limited is always committed to understanding customer

needs.

ORGANIZATIONAL STRUCTURE IN TATA MOTORS

Tata Motors has a Matrix Organizational Structure with both heads of

functions (Human Resources head, Marketing head, Chief Financial Officer) as
well as heads of vehicle divisions (Passenger Vehicles Head, Commercial
Vehicles Head, Advanced Engineering Head) forming part of the top
management of the company.

Vision

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 By FY 2024, we will become the most aspirational Indian auto brand,
consistently winning, by

 Delivering superior financial returns

 Driving sustainable mobility solutions

 Exceeding customer expectations, and

 Creating a highly engaged work force

Mission

We innovate mobility solutions with passion to enhance the quality of life.

Values

 Integrity
 Teamwork
 Accountability
 Customer focus
 Excellence
 Speed

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 Organizational culture of Tata Motors

At TMF, our core values drive us and the way we do business. The propelling
force i.e., our core values are – Agility, Empathy, Synergy, Transparency&
Integrity. Our organization's culture is in line to the overall culture driven by
our Tata Group.

 Tata follow a very strong culture giving much importance to ethics and moral
values.
 Tata companies also extend social welfare activities to communities around their
industrial units.
 Very strong employee relationships.

CONCLUSION

Tata Motors has been at the forefront the Indian automobile industry's anti-
pollution efforts by introducing cleaner engines. Therefore, Tata Motors is
always committed to understanding customer needs.

The name of TATA itself says it all

 Trust
 Acceptability
 Transparency
 Accountability

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Source of information

http://www.syque.com/articles/TATA_culture/tata_culture.htm

https://www.essay48.com/15495-Tata-Motors-Ltd-Organizational-Culture

Nike

INTRODUCTION :

 The company was founded on January 25, 1964, as "Blue Ribbon Sports", by
BILL BOWMEN and PHIL KNIGHT, and officially became Nike, Inc. on May
30, 1971. 
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  Nike, Inc. is an American multinational corporation that is engaged in the
design, development, manufacturing, and worldwide marketing and sales of
footwear, apparel, equipment, accessories, and services.

 It is the world's largest supplier of athletic shoes and apparel and a major

manufacturer of sports equipment, with revenue in excess of US$37.4 billion in
its fiscal year 2020.

Nike Inc. Organizational Culture

1) Nike Inc. Organizational Culture Nike has an organizational culture that

encourages human resources to behave in ways that address business objectives.
Training programs are designed to uphold such corporate culture that aligns with
the Nike brand image for sports footwear, apparel and equipment.

2) Nike’s workers are given a set of instructions, rules and expectations on how to do
their jobs, with consideration for their relations with customers and other
employees.

3) The company also has coaching and mentoring programs. These approaches are
based on the strategy that develops and enables leaders within the organization
for Nike’s global growth.

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 4) Diversity promotes Nike’s creativity, innovation, brand image and, consequently,
competitive advantage. The company maintains diversity through HR programs,
such as the ‘speak up’ program, which facilitates sharing of ideas among
workers. 

SWOT ANALYSIS

A SWOT Analysis of Nike outlines how these strengths relate with the
company’s weaknesses, opportunities and threats. Established in 1964 as Blue-
Ribbon Sports, Nike Inc. is now one of the world’s biggest players in the athletic
footwear market. An understanding of the company’s strengths,weaknesses and
threats yields insights on how a manufacturing and retail business can achieve
global success despite tough competition.

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 NIKE MODEL

CORE VALUES

 INNOVATION: WE DARE TO DESIGN FUTURE SPORT.

 OUR TEAM: A TEAM THAT’S EMPOWERED, DIVERSE AND INCLUSIVE.
 COMMUNITY: THE WORLD IS OUR COMMUNITY.
 SUSTAINABLE BUSINESS: PROTECTING THE FUTURE OF SPORT.

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 MISSION
• Nike’s mission statement
prompts the business to
support the endeavors of
athletes.
• Nike Inc.’s corporate mission
statement is to accurately
represent the company’s
position as the leading
athletic shoes and apparel
supplier in the global
market.
REFRENCES
[ CITATION htt \l 16393 ]
(http://panmore.com/nike-inc-swot-analysis-recommendations)
[ CITATION htt3 \l 16393 ]
vis
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VISION
• Nike’s vision statement
focuses on brand strength and
development.
Through the evolution and
effective implementation of
its corporate vision, the
company supports its market
position as a leading
producer of sports footwear,
apparel and equipment.
AMUL – Anand Milk Union Limited

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Amul- The Taste of India
Formed in 1946, inspired by India’s freedom struggle Amul is a dairy co-
operative movement in india.

Product in which Amul deals – milk, bread spread, butter, cheese, ice-cream,
paneer, ghee, chocolate etc.

Based in Anand, Gujarat, Amul was founded as a co-operative. They bought

there first chilling facility in Anand in 1948.

Their distribution network across the entire country.

More about Amul

Amul employees 750 employees of marketing arm & 3.6 million milk
producer’s members.

The main stakeholders of the company include owners, partner and suppliers,
buyers, customers, government and public, political, social environment.

The goal of the various stakeholders is complementary and do not conflict.

Along with giving utmost Importance to stakeholders like customers and

farmers, they provide input service to the producers like veterinarian services,
training farmers on animal husbandary and establishing chilling center.

Amul produces a wide range of products for every segment of the customers like
– women, children, health co

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ORGANIZATION CULTURE OF AMUL:

Amul’s culture can be defined as producers oriented, consumer oriented centered

and holistic development.

The organization is also focused on achieving goals such as sales growth and
market penetration as it is world’s 13 largest dairy company.

Amul company can be said to be following more of mission culture, with a blend

of all. Corporate social responsibility (CSR) is a part of amul’s internal culture.

Amul company has planted more than 619.7 lakhs treesin past 10 years
contributing to sustainable ecological development.

‘Amul relief trust’ donated Rs. 50 million for the reconstruction of the school
buildings damaged in the 2001 earthquake in the kutch area.

Objective:

To capture the large share of the market. To provide max customer satisfaction.

Continue product modification and improvement effort to increase customer

benefit and reduce cost.

To meet the highest international standards of quality. To expand production

capacity.

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Amul organizational model:

⁕ The decision-making process is more vertical but decentralized.

⁕ Communication within the organization is more informal.

⁕ It follows standardized policies and producer’s foe its governance and for
making its products.

⁕ The structure is task based i.e typically each person corresponds to one task.

Organizational change:

⁕ First co-operative company to adopt e-revolution.

⁕ Eliminated middleman.

⁕ Introduced “GIS facility”.

⁕ First organization to have its own website.

⁕ First company to open cyber store across the nation.

Vision:

Amul’s vision is to provide more and more satisfaction to the farmers,

employees and distributers.

Mission:

We at GCMMF (Gujarat co-operative milk marketing federation) endeavor to

satisfy the taste and nutritional requirements of the customers of the world,
through excellence in marketing by our committed teams.

Through co-operative networking, we are committed to offering quality products

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that provide best value for money.

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AMUL MODEL :

Amul has a Co-operative form with a blend of professionalism. In the

corporate form of an organization the shareholders are non-participative
members whereas in this form the members are the participative owners of the
organization

There are Amul basically three tiers a dairy cooperative viz., the village
society- procurement unit, the union- which is the processing unit and the
federation which is the marketing unit all being an institution in itself.

The institutions at each tier have the bond of organic and inter-
institutional linkages and obligations which provide sense of purpose and
directions in their activities.

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 To manage these units efficiently the leaders felt a need of the
professionals. These professionals have a hierarchy similar to that of the
corporate structure with the managing director as their head.
The Managing Director of all these units is appointed by the board of
directors. The board of directors comprises of the farmers members who come
from the respective societies.

So, at each level the decision-making lies in the hands of the producers
only, which give them a feeling of ownership.

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 conclusion

Three key practices are there behind the success of AMUL.

The first, that Amul has developed a strong brand and implemented its marketing
strategy towards strengthening it constantly.

The second that AMUL presented traditionally accepted milk products with a
brand value as well As targeted sustained growth for the long term depending
upon matching supply and demand.

Third, that Amul never compromised on professional grounds and separated decision
making and management into two folds. Member Farmers were always involved in
decision making and controlling the giant and on the other hand, professional managers
and technocrats were appointed to run the management.

Source of information:

https://www.amul.com/m/about-us

https://www.slideshare.net

https://www.ijser.org/paper/A-CASE-STUDY-OF-AMUL-COOPERATIVE-IN-
INDIA-IN-RELATION-TO
ORGANIZATIONAL-DESIGN-AND-OPERATIONAL-EFFICIENCY.html

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 Tesla

History

Founded in July 2003 by Martin Eberhard and Marc Tarpenning as Tesla Motors,

the company's name is a tribute to inventor and electrical engineer Nikola Tesla.
In February 2004, via a US$6.5 million investment, X.com co-founder Elon
Musk became the largest shareholder of the company and its chairman. He has
served as CEO since 2008. According to Musk, the purpose of Tesla is to help
expedite the move to sustainable transport and energy, obtained through electric
vehicles and solar power. Tesla began production of its first car model,
the Roadster, in 2009. This was followed by the Tesla Model S sedan in 2012,
the Tesla Model X SUV in 2015, the Tesla Model 3 sedan in 2017, and the Tesla
Model Y crossover in 2020. The Tesla Model 3 is the all-time best-selling plug-in
electric car worldwide, and, in June 2021, became the first electric car to sell
1 million units globally. Tesla's global vehicle sales were 499,550 units in 2020, a

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35.8% increase over the previous year. In October 2021, Tesla's market
capitalization reached US$1 trillion, the sixth company to do so in U.S. history.

The company was incorporated as Tesla Motors, Inc. on July 1, 2003, by Martin
Eberhard and Marc Tarpenning. Eberhard and Tarpenning served as CEO and
CFO, respectively. Eberhard said he wanted to build "a car manufacturer that is
also a technology company", with its core technologies as "the battery, the
computer software, and the proprietary motor".

Business Model in Tesla

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Value Propositions of Tesla :

Regarding automobiles, Tesla’s value proposition includes a greener solution that

adds high performance, design, functionality, efficiency, long-range, flexible, and
low-cost (or free) recharging.

Aside from its own vehicles, it is worth remembering that Tesla sells home
batteries and solar panels to residential and commercial customers, providing
convenience when it comes to powering.

In addition, Tesla still sells systems and components to other auto manufacturers,
as well as financial services, with loans and leases.

Customer Segments of Tesla

Tesla has developed vehicles for every type of customer. From the mid-market
range, with affordable pricing, to the high-end luxury and sports cars, competing
with Porshe or Ferrari.

In addition, Tesla is also covering the commercial vehicle sector, providing a

greener option for transportations and shipping.

And, of course, it’s worth remembering that Tesla’s customer segments include

fast, eco-friendly car enthusiasts, with autopilot – and, surely, Elon Musk
followers.

Channels of Tesla

The channels that Tesla uses to reach its audience, as seen throughout this article,
are its own stores, its website (self-service online store), conferences, and sales
events.

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 As stated above, the company doesn’t spend a lot on advertising. It believes in the
power of its own brand and reputation, in addition to the charm produced by CEO
Elon Musk.

Customer Relationships of Tesla

One of Tesla’s foundations is the customer relationship, because, from the

beginning, the company has focused its efforts on the customer experience.

That is why the company chose, as mentioned above, to implement company-

owned stores instead of dealerships, in a direct-to-customer sales model. Besides,
customers can choose, order and customize their car directly via the website.

In addition, Tesla is also increasingly investing in its charging network, to charge

Tesla vehicles more quickly, at low or no cost.

Finally, Tesla has built a very positive brand and reputation with the public,
always being associated with luxury, technological and innovative vehicles, and
taking into account the environmental impact.

Revenue Streams of Tesla

Tesla is a car manufacturer but has increased its scope to include solar energy
systems, on the one hand, and lifestyle products for its fans, on the other.
Observing its evolution, the question remains …

Key Activities of Tesla

Tesla’s key activities include:

 Manufacturing Cars: yes, Tesla’s main activity is still delivering the product it
promises – electric cars. For this, it also needs to invest in the production of
batteries and, still, solar energy panels.

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 R&D: the company is always looking for innovative, advanced, and eco-friendly
technology.

 Design: one of the differentials of the products. Elon Musk made it clear from the
outset that, as its technology would prove to be costly anyway, Tesla would invest
in design and not fight for price.

 Building & Maintenance: Tesla is spreading recharge stations around the world so

that more people can purchase electric cars.

 Software Development: Tesla applies agile principles to develop and enhance its

software.

 Sales & Marketing: the company doesn’t invest much in advertising. On the other
hand, its entire operation focuses on the customer experience.

Key Resources of Tesla

Tesla’s key resources are those that allow it to fulfill its key activities in order to
deliver its value proposition. Therefore, we can highlight its cutting-edge
technology and engineering, its long-life battery systems, its design, and its
software.

Key Partners of Tesla

Suppliers: Tesla manufactures the entire base of its cars, but there are
some parts that are purchased from third parties. Therefore, Tesla’s biggest key
partners are suppliers that allow the company to deliver its cars, such as
windshield and brake manufacturers, just to name a few

 Alliances: Tesla entered into an alliance with Toyota for both to develop, together,
parts and systems for electric vehicles, improving this market share. Tesla and
Panasonic are also together in the construction of a manufacturing plant in New
York, for the development of large-scale battery and solar cells.

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 Government: due to its focus on the development of eco-friendly vehicles and
energies, associated with the number of jobs the company has been creating in the
United States, Tesla receives tax incentives from the US federal government.

 Charging points: some Tesla partners include hotels, resorts, restaurants, and
shopping centers, in which the company establishes its fast car recharging spaces.

Cost Structure of Tesla

Tesla has a very broad cost structure, like any manufacturer, which includes:

 Manufacturing;

 Sales;

 Administrative costs;

 Research and Development.

Organisational cultre in Tesla

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 Tesla, Inc. has an innovative problem-solving organizational culture. This type of
corporate culture motivates employees to develop profitable solutions to current
and emerging problems in the target market. For example, the company employs
its organizational culture in developing advanced electric vehicles as a solution to
environmental issues surrounding automobiles that have internal combustion
engines. The company’s ability to keep introducing advanced electric vehicles
reflects the benefits of its corporate culture. Tesla Inc. identifies six main features
of its organizational culture:

1. Move Fast:
Speed affects Tesla Inc.’s competitive advantage. This characteristic of the
organizational culture highlights the importance of employees’ capability to
rapidly respond to trends and changes in the international market. For example,
the corporation’s human resources provide the
capability to develop cutting-edge products that match or exceed those from
competing automotive firms. In this way, Tesla’s corporate culture facilitates
business resilience through speedy responses to current issues and challenges in
the global automotive industry.
2. Do the Impossible:
In developing cutting-edge products, Tesla must ensure that its corporate culture
encourages employees to think outside the box. This cultural characteristic
recognizes the importance of new ideas and solutions, but it also emphasizes the
benefits of considering unconventional ways. For example, human resource
managers train employees to go beyond conventional limits of productivity and
creativity in automotive design, leading to the development of new solutions to
energy and transportation needs. This condition opens new opportunities for Tesla
Inc. to strategically improve its business performance. This cultural condition also
makes the company an influential entity in prompting radical ideas in the
international automotive and energy solutions market.

3. Constantly Innovate:

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 Innovation is at the heart of Tesla, Inc. This feature of the organizational culture
focuses on the continuous nature of innovation at the company. For example, the
corporation continuously researches and develops solutions that improve current
energy storage product designs. In this context of the business analysis, constant
innovation helps develop cutting-edge electric cars and related products.
Continuous innovation maintains the competitive advantage necessary to address
the strong force of industry competition determined in the Porter’s Five Forces
analysis of Tesla Inc. The company addresses this need through a corporate
culture that rewards constant innovation. Managers motivate employees to
contribute to constant innovation in business processes and output.
4. Reason from “First Principles”:
 CEO Elon Musk promotes reasoning from first principles. These
principles revolve around identifying root factors to understand and solve
problems in the real world. For example, Tesla Inc.’s energy storage products are
one of the solutions to challenges in using renewable
energy, and challenges in improving the efficiency of energy utilization. Through
the company’s corporate culture, employees use first principles in fulfilling their
jobs. Tesla’s human resource management involves training programs to orient
employees to this feature of its organizational culture.
5. Think Like Owners:
Tesla employs its organizational culture as a tool to maintain a mindset that
supports business development. For example, the company motivates its workers
to think like they own the organization. This ownership mindset supports Tesla’s
corporate vision and mission statements by encouraging employees to take
responsibility and accountability in their jobs and in the overall performance of
the multinational business. The ownership mindset is a powerful behavioral factor
that helps grow and strengthen the integrity of businesses in various industries.
This corporate cultural trait aligns workers with the company’s strategic
objectives, thereby improving strategic effectiveness.
6. We are ALL IN:

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Tesla, Inc.’s organizational culture unifies employees into a team that works to
improve the business. For example, this cultural characteristic helps minimize
conflicts through teamwork. Such teamwork also develops synergy in the
company’s human resources. As a result, the corporate culture maximizes the
benefits from employees’ talents and skills. Synergistic teamwork contributes to
Tesla’s competitiveness in the international automotive market. This unifying
cultural approach also facilitates corporate management and strategy
implementation throughout the organization.

Tesla vision and mission

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Tesla’s vision is to “create the most compelling car company of the 21st centurby driving
the world’s transition to electric vehicles,” while its mission is “to accelerate the advent of
sustainable transport by bringing compelling mass-market electric cars to market as soon
as possible.” Tesla used a transitional business model as its ecosystem grows.

In an official presentation of 2011, Tesla highlighted its vision as:

Page40
Create the most compelling car company of the 21st century by driving the
world’s transition to electric vehicles
While as highlighted by Elon Musk on Tesla’s blog its mission was:
to accelerate the advent of sustainable transport by bringing compelling mass-
market electric cars to market as soon as possible.

Tesla, Inc.’s Corporate Culture Implications, Advantages &

Disadvantages

Tesla’s organizational culture puts emphasis on innovation. An advantage of this

cultural trait is that it enables the corporation to develop high-technology products
that attract its customers. For example, Tesla automobiles, combined with the
company’s powerful branding, have an increasing share of the automotive market.
This advantage aligns with Tesla’s generic competitive strategy and intensive
growth strategies. The corporate culture is also advantageous in terms of support
for rapid response and problem solving. This cultural trait keeps the company
abreast with new technologies while making its products effective and relevant to
customers’ needs and preferences.

A disadvantage of Tesla’s organizational culture is its pressure on employees to

constantly innovate. Innovation benefits the company, but puts a strain on human
resources. Nonetheless, properly implemented, this cultural characteristic ensures
long-term business competitiveness. Also, Tesla’s corporate structure imposes
limits on the responsiveness of employees, thereby counteracting some of the
effects of the corporate culture in facilitating speedy decisions and actions to
address concerns in the automotive business.

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 CONCLUSION:

1. Culture plays an important role for any company’s it set a plat form for people on
what to do and how to do.

2. Company with effective culture will be able to work more efficiently as culture
brings trust, bonds, performance and much more within employees.

3. Culture can provide company competitive advantage in market as well as leads

company to improvise its functions.

4. And from Tesla bw learn that flexibility is key to innovation as well as

employee’s satisfaction.They build community within company and they nature
employee with collaboration nature.

GOOGLE

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 Core Values: -
Having a clear set of core values is a fundamental part of building a healthy
company culture that stands out from everyone else. Google’s core values were
first outlined when the company was only a few years old, and since then, very
few of those values have changed. We’ve included a few of Google’s “ten things
we know to be true” below:

• Focus on the user and all else will follow

• It’s best to do one thing really, really well
• Democracy on the web works
• You can be serious without a suit
• Great just isn’t good enough

These core values paint a picture of what a Google employee might look like:
Focused on the user, a specialist at what they do, democratic, serious and
ambitious. Clearly defined values help companies to hire people that will fit with
the culture and reinforce important behaviors

GOOGLE’S Company Culture: -

 Google’s culture is flexible (employees are encouraged to work when they like
and how they like), fun (offices have nap pods, video games and ping pong) and
founded on trust.

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 Collaboration is key – so much so that employees are encouraged to coach each
other in the ‘Googler to Googler’ programmer. This includes key business skills
such as public speaking, management, and orientation as well as extra-curricular
activities like kickboxing.

 Building a sense of community is one of the first steps to creating a more positive
company culture. Numerous micro-kitchens dotted around the Google campus are
one way the company helps to bring people together. Break-out spaces give
people a spot to grab lunch.

 This not only builds community, but also drives efficiency (employees don’t leave
the building or spend time deciding which café to go to) and creates more
opportunity for innovation. According to Bock, conversations in the breakout
zones are usually about work – products, users, and new ideas.

 Google also prizes creativity, actively encouraging employees to innovate. At the

Google X lab, employees are encouraged to ‘shoot for the moon’ and are
rewarded for their failures.

 Failing is seen as a learning tool, and essential for employees to go on to bigger

and better things. When the fear of punishment or ridicule is removed, employees
feel safer. Also, people respond better when they feel they’re supporting each
other rather than attending an HR-enforced training session.

CONCLUSION: -

1. Culture plays an important role for any company as it set a platform for people on
what to do and how to do.

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2. Company with effective culture will be able to work more efficiently as culture
brings trust, bonds, performance and much more within employees.
3. Culture can provide company competitive advantage in market as well as leads
company to improvise its functions.
4. And from Google we learn that flexibility is key to innovation as well as
employee’s satisfaction. They build community within company and they nurture
employee with collaboration nature.
5. The company rewards creativity and hard work which is one of the trait of culture
in Google. Failing is not an dead end rather it is an stepping stone to success for
the company according to their culture.

REFRENCES: -

https://peakon.com/blog/employee-success/google-
companyculture/https://www.achievers.com/blog/organizational-
culture-definition/

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