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Chapter 4
Miloš Hitka1 – !"#$!%&!'()*+(2
THE USE OF CORPORATE CULTURE PRINCIPLES IN THE POSITION OF FACILITY MANAGER
Abstract: The paper deals with the issue of corporate culture as a source of competitive advantage of enterprises. The aim is to propose changes in the corporate culture in an enterprise. The research was focused on defining the problem areas and creating proposals to strengthen corporate culture. The analysis is based on the study of enterprise documents and the employee opinion survey carried out by means of a written questionnaire. The analysis allowed us to familiarise with the most visible manifestations of corporate culture in enterprise and to develop strategies to strengthen corporate culture. By means of gained information, changes in corporate culture focused on parts of manifestation which are not so visible or are missing were proposed in the enterprise. The analysed enterprise and also its surrounding can benefit from proposed changes in corporate culture.
Key words: corporate culture, competitive advantage, communication, values, behaviour, human resource management, facility manager.
4.1. Introduction
Nowadays when most countries faces economic and financial crisis we observe decreased production, decreased budget, downsizing in many enterprises. This way enables them to reduce costs and stay competitive on the market. Owing to globalisation the market is the place where purchaser requirements become more and more complex and vendors try to meet them as fast as possible. Competitive conditions stimulate effective utilisation of sources, human potential, strategic management
1 Assoc. prof. Ing. Miloš HITKA, PhD., Technical University in Zvolen, Faculty of Wood Sciences and Technology, hitka@tuzvo.sk
2 !"#$%&'()&$*+,-%./-0 Technical University in Zvolen, Faculty of Wood Sciences and Technology, zanetbalaz@gmail.com
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and building a strong corporate culture. Many enterprises offer comparable prices, produce high quality products and behave environmentally friendly. Enterprises that are customer oriented and innovation driven can be considered more competitive on the market and these qualities allow them to adapt to changing environment and customer needs. Corporate culture perceived by the external environment (customers. society) and by the internal environment (employees.
managers) as well is considered a source of competitive advantage with the biggest potential. It means that corporate culture affects each enterprise in positive or in negative way. Principally, managers and employees with their behaviour, qualification and personal development create relationship with customers and potential clients and they come up with new ideas, too.
Despite complex and varied definition of the corporate culture, the aim of the paper is to mention its importance as a source of competitive advantage of the enterprise following the familiarization with its factors, types, strength, and possible change of corporate culture. Forasmuch as the internal part of the enterprise is strengthened by the corporate culture it contributes for good image and identity of the enterprise, it is also a source that is worth speaking about, analysing, managing and developing.
4.2. Aims and methodology of the paper
The aim of the paper is to analyse and propose changes in the corporate culture in a selected enterprise that can have positive effect – bring harmony not only to the internal environment (employees.
managers) but also success in its external environment (customers.
society). When analysing the corporate culture in the enterprise a questionnaire of American authors ,!-#.*"% !"/ 012"", 1999 was 13#/4
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The questionnaire consists of six areas with four subareas – alternatives A, B, C and D. Respondents divided 100 points in each area among individual alternatives according to the current state in the enterprise. The questionnaire was evaluated with the statistical method by means of arithmetic mean according to the equation:
"
x x
"
i i
! !1
(4.1) where:
x- arithmetic mean xi – individual values
"%– total size of sample
We summed arithmetic means of individual alternatives of all areas in order to determine the type of corporate culture. The results were put in a table. For better representation we created a radar chart.
Individual axes in the chart relate to values showing the changes in corporate culture at the present time and future preferences.
4.3. Results
The analysed enterprise is a limited company founded in 2005. The enterprise activity is focused on non-ferrous metal casting and aluminium product manufacturing. It is specialized in manufacturing primary and secondary aluminium alloys casting in the shape of chill moulds (bricks with the weight of approximately 4.5 kg) which are subsequently used in automotive industry. It is also the main purchaser of the enterprise. The mission of the enterprise is to manufacture aluminium in environmentally friendly way in required shapes and quality to meet needs of purchasers and end consumers. 11 permanent employees, thereof 3 managers are employed in the enterprise at present.
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This section is aimed at the most visible part of the corporate culture - features created by the physical and social environment. We can say that it is about description of a first impression which is made in a very short time and can affect the enterprise image in a positive but also a negative way.
5!-#%!"/%'*6* – are essential and inseparable parts of the enterprise.
They are always mentioned together and can be seen on the building of the company, business cards, written documents, employee uniforms, vehicles, containers or a corporate website. The name is black and it is positioned above the logo with melting furnace representing the main activity of the enterprise. ,1!1$ is very eye-catching because of yellow and black colours in it. The name itself is also on the products.
&12'/2"6% !"/% 31..*1"/2"63 – the enterprise campus consists of two buildings – headquarter and a small building for gate-keepers. Buildings are older, white in colour with big name and company logo on them. The entire enterprise campus is fenced and surrounded with coniferous and deciduous trees. The other part of the area is covered with bitumen because of vehicles driving through. A warehouse of materials, finished goods and car park are also located there.
78129-#"$% 2"% $:#% ;*.<9'!=# – workplaces are situated in the main building with production hall and offices and in the material and finished goods warehouses. Production hall with a small warehouse and an office of production manager are situated on the ground floor, other offices and staff room are located on the first floor. Walls on the ground floor are white to eliminate dust nuisance and temperature resulting from the type of production. Staff room (corridors, dressing rooms, kitchen, shower room, rest room) are in calming pastel colours and are furnished with new furniture and appliances. Computers, phones, copy machines are considered the work tools in offices. Noticeboard is a place where in addition to deadlines associated with work also family photos can be seen. Offices are often decorated with holiday souvenirs. Two big
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melting furnaces are the heart of a production hall. Other machines and equipment necessary for production are situated and used according to the rules of job safety. Noticeboards with notices and rules for observance of the product standards and job safety are part of this workplace.
5!+26!$2*" – an observer who visits the enterprise for the first time can miss navigation. In the campus and in the main building as well we had to be guided by a gate-keeper. Navigation in the enterprise where job safety rules must be strictly followed is, according to our opinion, necessary.
7-9'*>##%1"2?*.-3 – formal and informal clothing is common in the enterprise. Workers and a gate-keeper are required to be dressed according to the dress code. They are obliged to enter the workplace in specified clothing that is up to safety standards and togetherness manifestation. Their clothes are in dark colour with the name and company logo on them. The name of the company is white to be visible.
Informal clothing is common for technical and administrative staff and managers. They are worn in real life clothes in their workplace. Men wear T-shirts, shirt, trousers, jeans, women wear skirts, blouses, trousers etc. The only and essential requirement for dress is their neatness.
@.2$$#"% /*=1-#"$3% – are marked with the name and company logo.
They are usually focused on the production and results of the enterprise.
Employees are familiar with the objectives of the enterprise, quality policy, security arrangements as well as with determination of responsibilities and keeping within deadlines. These instructions, rules and notices are put up on the noticeboard in the office of a production manager, an economist and in the office of a CEO and are freely accessible to all employees. All documents associated with the ISO are kept in the office of a production manager, an economist and in the office of a CEO.
,*.9*.!$#% ;#A32$#% – it is very easy to work with but all necessary information about the location, contacts, values, products, technologies, emergency data associated with production and products are mentioned
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there. Quality certificate, map and GPS navigation are also presented on the website. The name, logo and product photographs dominate it.
B.!/2$2*"3 – celebrations of employee name days and birthdays became an annual tradition in the enterprise. Workers usually have a typical barbeque party and managers invite their colleagues for lunch.
Rituals – corporate meetings belongs to rituals in the enterprise.
Every morning when current state of production and machines is determined short operational meeting is held – CEO, production manager and maintenance manager. Production meetings where managers discuss long-term goals with employees are held regularly once a month.
C!'1#3%!"/%3$!"/!./3 – the enterprise prefers particularly following values – flexibility, timeliness, interest in purchaser, meeting specific requirements and product quality.
Meeting product quality expectations is considered the most important item for the enterprise. It is a holder of the quality certificate EN ISO 9001:2008 for the activity - aluminium alloy manufacturing.
Following the rules is very important for the enterprise therefore it encourages professional development of its emloyees. Staff trainings are held according to the sophisticated plan. It takes into account the need and importance of regular trainings in the area of job safety and fire prevention, staff retraining aimed at work with equipments, retraining of drivers. Managers are trained according to their scope of employement – an economist takes part in seminars focused on tax law changes or changes in accountancy, production manager must be trained in tha area of ISO. Trainings in the area of job safety and fire prevention are carried out through external trainer and are held in the enterprise campus.
Other trainings are usually held away from the enterprise. In addition to trainings managers study professional literature and examine changes in legislative via the Internet.
Communication plays another essential role in the enterprise. Sharing information within the enterprise and also with other organisations is very important. Internal communication in the analysed enterprise is carried out in oral but also in written form through noticeboards. Informal
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communication is preferred among employees, and formal communication is more common between subordinate and supervisor.
External communication is always formal and it is especially carried out with state institutions like 2(')"&3$ .4456($ 14$ ,&718"0$ 9165&3$ +44&5":$ &';$
Family about free workplaces and hiring new employees.
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protection. Considering the main activity of the enterprise this value is essential. The enterprise tries to provide a safe workplace for its employees by means of protective clothing and protection of the property and the environment as well.
For carrying out these values it is essential to ensure standards of behaviour, which are defined in the internal rules relating to the behaviour in the workplace – respecting the security rules, using protective clothing, being at work on time, etc.
4.3.2. Questionnaire interpretation
The questionnaire was submitted to all employees in the enterprise.
Its response rate was 100 %. In the analysed enterprise there are mainly male employees (81.80 %). It results from the activity of the enterprise that requires good physical condition and good professional knowledge in the area preferred by men. In terms of age the most frequent age group in the enterprise is the group over 50 years old (54.50 %). It is followed by the youngest age group up to 30 years old (27.30%) and the least represented age group are middle-aged employees from 31 to 50 years old (18.20 %). In terms of education all four levels of education are represented in the enterprise. The most numerous group is the group of employees with lower secondary education 45.40 %. Other 3 levels – primary, upper secondary and the first state of tertiary education are represented equally - 18.20 %.
Second part of the questionnaire was focused on present and preferred corporate culture. Data from the questionnaire about dominant
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features and characteristics of the enterprise is recorded in Table 4.1.
According to the results from the table a graph in Fig. 4.1 is drawn.
Table 4.1. Dominant features and characteristics of the enterprise
D*-2"!"$%?#!$1.#3E =:!.!=$#.23$2=3
Points NOW
Mean value NOW
Points IN PREFERANCE
Mean value IN PREFERANCE
A 305 27.73 480 43.64
B 215 19.55 108 9.82
C 290 26.36 373 33.91
D 290 26.36 139 12.64
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Fact, that employees of the analysed enterprise consider alternative A with cooperation and communication important for teamwork the characteristic feature at present, emerged from the questionnaire. They perceive the enterprise as a family and do not see it as a business entity.
Especially workers have a lot in common and are in contact very often.
Managers perceive the enterprise at present as a controlled place where people are managed by means of formal methods.
Next most represented characteristics of the enterprise is alternative D and C which are characterised by process functionality, arrangement, control but also goal achievement through competitiveness. Creativity and innovation are represented in the enterprise less – alternative B.
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Fig. 4.1. Dominant features and characteristics of the enterprise.
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All respondents prefer characteristics in the alternative A for the future rather than other alternatives. It means loyalty, communication and their development but more intensive than at the present time. Other dominant feature for the future that employees mentioned is alternative C; it means interest in finishing tasks and meeting goals. They would like to be managed in the future by less formal methods than at present.
Other analysed item in the questionnaire was the enterprise management. As well as for the first item results are summed and calculated for values at present and at the preferred time and are recorded in Table 4.2. According to the results from the table a graph in Fig. 4.2 is drawn.
In this area employees chose alternative D, it means management is regarded as cooperative, organising and running practice. Managers try to ensure trouble free running of all enterprise activities. Timeliness, effectivity, coherence and uniformity are important. The second possible choice was alternative C; management is regarded as goal oriented practice. Enterprise management try to achieve market share, competetivness, etc. Alternative where management is considered an
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advisor or an assistent is chosen by employees least often. Seeing that alternative D is chosen most often, it is preferred to continue this style of enterprise management in the future. In contrast to the present time the enterprise management should focus more on cooperation and communication to be considered a teacher – alternative A.
Table 4.2. Enterprise management
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Points NOW
Mean value NOW
Points IN PREFERANCE
Mean value IN PREFERANCE
A 180 16.36 290 26.36
B 222 20.18 193 17.55
C 310 28.18 163 14.82
D 398 36.18 454 41.27
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Fig. 4.2. Enterprise management.
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When we compare first two items of corporate culture according to Quinn we state that analysed enterprise is oriented towards integration and the internal environment, cooperation and effective management and in the future it would like to continue improving corporate culture.
The area - staff management is the third evaluated area of corporate culture of the analysed enterprise, Table 4.3 and Fig. 4.3.
Table 4.3.1 Staff management
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Points NOW
Mean value NOW
Points IN PREFERANCE
Mean value
IN PREFERANCE
A 330 30.00 475 43.18
B 165 15.00 124 11.27
C 320 29.09 148 13.45
D 285 25.91 353 32.09
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Fig. 4.3. Staff management.
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In the area of staff management at present the most often chosen alternative is alternative A. Staff management is focused on cooperation and teamwork important mainly in the manufacturing part of the enterprise. It was closely followed by alternative C and mainly workers meant they are asked to meet high demands and goals. Managers chose as the second alternative D, where staff management is oriented towards employee safety, comfort and stability in relationships. Preferences are oriented towards cooperation development and team building also in the future. Workers would choose as the second alternative D focused on comfort and good relationships. The least chosen alternative for the future is alternative trying to support creativity, innovations, changes and new ideas (B).
Answers to the question: “What unifies the enterprise nowadays and what should unify it in the future?” is evaluated in Table 4.4 and drawn in Fig. 4.4. Following the results we state that the unifying feature in the enterprise is formal rules that must be respected to achieve trouble free running of the enterprise – alternative D. It is followed by alternative C – keeping market share, profitability, achieving goals, i.e. the enterprise success. Employees would prefer alternative A, where the unifying feature is loyalty and mutual trust and confidence. Managers would prefer alternalnative C – achieving goals and success.
Table 4.4. Corporate unity
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Points NOW
Mean value NOW
Points IN PREFERANCE
Mean value
IN PREFERANCE
A 230 20.91 375 34.09
B 100 9.09 219 19.91
C 370 33.64 303 27.55
D 400 36.36 203 18.45
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Fig. 4.4. Corporate unity.
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The area - strategic trends is evaluated in Table 4.5 and Fig. 4.5.
Table 4.5. Strategic trends
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Points NOW
Mean value NOW
Points IN PREFERANCE
Mean value IN PREFERANCE
A 205 18.64 395 35.91
B 175 15.91 252 22.91
C 290 26.36 233 21.18
D 430 39.09 220 20.00
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Fig. 4.5. Strategic trends.
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According to employees the strategic trends of the enterprise at present are defined in alternative D. The enterprise is oriented towards stability and enterprise running. For achieving this strategic goal performance, control and flexibility are very important. It is less focused on competitiveness, achieving goals (C) and also on personal development and trust (A). Strategy of trying new ideas is again on the last position (B). In contrast to current strategic trends they would prefer strategy described in alternative A, where the enterprise is focused on personal development, mutual trust and confidence, openness, persistence of cooperation. We must mention that also managers would prefer alternative B in the future – seizing the opportunity, trying new things, creative challenges and impulses.
Criteria for enterprise success are evaluated according to individual alternatives in Table 4.6 and drawn in Fig. 4.6.
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Table 4.6. Criteria for success
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Points NOW
Mean value NOW
Points IN PREFERANCE
Mean value IN PREFERANCE
A 165 15.00 360 32.73
B 115 10.45 197 17.91
C 230 20.91 213 19.36
D 590 53.64 330 30.00
F*1.=#G%*;"%/!$!%9.*=#332"6
Fig.4.6. Criteria for success.
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Most appreciated success in the enterprise at the present time is supply reliability, managed logistics and low-cost production – alternative D. Alternative C focused on market leadership and winning against competition was chosen as the second alternative of criteria for
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success. Alternative A, where personal development and the interest in people are considered the success of the enterprise, was the most often chosen alternative of the criteria for success in the future. Managers would remain alternative D.
By evaluating the questionnaire we found out that employees perceive the current corporate culture through alternative D which was evaluated in four areas as the best one and it is also preferred in the future – it was alternative with the best score in five areas. For correctness of valuation we summed arithmetic means of individual alternatives of all areas (Table 4.7) and we calculated mean value of them. For easier orientation this valuation is drawn also in the graph (Fig. 4.7)
Table 4.7. Type of corporate culture according to Quinn
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Points NOW
Mean value NOW
Points IN PREFERANCE
Mean value IN PREFERANCE
Clan culture 128.64 11.69 215.91 19.63
Adhocratic culture 90.18 8.20 99.36 9.03
Market culture 164.55 14.96 130.27 11.84
Hierarchical culture 217.55 19.78 154.45 14.04 F*1.=#G%*;"%/!$!%9.*=#332"6
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Fig. 4.7. Type of corporate culture according to Quinn.
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Results in the table confirm that the type of current corporate culture in the analysed enterprise is hierarchical. This culture is characterised by controlled and structured environment and management is carried out by formal methods. Enterprise management tries to keep trouble free running of the enterprise by means of these methods. Managers are good coordinators and organizers to achieve required performance together with employee safety, comfort and stability in relationships. Strategy is focused on constancy and the control of meeting goals is considered important. The enterprise success is seen in performance, supply reliability, meeting deadlines and low-cost production. This type of corporate culture is for the analysed enterprise the most suitable at the present time forasmuch as it is manufacturing company whose products must be in accordance to specified rules and managed logistics is necessary for operation stability.
Determining the culture that employees would prefer in case of the enterprise success in the future was also included in the questionnaire.
Following the answers we found out that preferred corporate culture is
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clan culture. It is similar to family business when employees meet often together and have a lot in common. Strategy is also aimed at the human resource development, openness, trust and confidence and the interest in people. Teamwork and cooperation are important too. Managers are considered advisers and assistants. ,1?&3)?$ &';$ "(:5!'&)51'$ 8'54?$ )>($
enterprise. In the future it should be focused more on flexibility and freedom in activity.
4.3.3. Proposal for change of corporate culture in analysed enterprise
Analysis of the corporate culture in the analysed enterprise showed information that can help us to evaluate global situation of the corporate culture, to identify gaps and subsequently to change current corporate culture.
Conducting the survey we found out that in the enterprise there is the culture represented through the company logo, work environment, clothing, corporate website, values, traditions, rituals or communication.
There seems to be a problem in hierarchical type of the corporate culture with formal methods of management that can affect employees in their opinions, expressions, communication and self-actualization. It is clear also from the results of the questionnaire evaluation in a part “in preference” where most employees would like to have culture more oriented towards openness, trust or the interest in people. The change of corporate culture in the analysed enterprise is oriented towards features that can be important for culture manifestation in the enterprise but are either little visible or they are missing.
Following visions presenting the common trends and goals would be suitable for future orientation of the enterprise as a family business:
" I2"!=2!'%31==#33 – by achieving financial goals we will be successful and more flexible in future strategic activities,
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" F13$!2"!A2'2$>%– to provide products, technologies and processes of the highest standards, to respect safety and health of employees, to protect the environment and to improve quality of life,
" 733#"$2!'3%*?%?!-2'>%A132"#33%– it represents the future based on open communication, interest in each other, cooperative problem-solving, etc.
When analysing the enterprise we noticed some discrepancy in the corporate culture manifestation at this level. On one hand the enterprise tries to create positive working conditions for employees (workplace equipment, clothing, safety and comfort), on the other hand interest in employees is missing in its values – the essential value of successful businesses. Therefore we would advise the enterprise to complete and change basic values as follows:
" 7-9'*>##3 – we consider them an important factor of success, we respect, encourage them and fair appraisal system is an important factor of success,
" J.*??#32*"!'23- – we try to meet specific requirements through quality, effective and professional activity and at the same time we study, respect rules, respect safety rules and protect the environment,
" ,.#/2A2'2$>% – by establishing credibility we want to be successful business, therefore we act responsibly and we perform our duties on time.
" ,13$*-#.3% – we predict, meet the expectations of our customers by providing quality products and technologies.
Common values are essential for meeting the enterprise mission therefore all employees must become familiar with them, they must understand and share them because they are roots of enterprise behaviour and activity. All decision-making processes should be according to the values so it is convenient to place them in each office, production halls, and corporate website. Purchasers, suppliers or future employees should be well informed of them.
As it was mentioned there are some shortcomings on the corporate website or it is necessary to update it in favour of customers and potential
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future employee. Position of the suggested basic values and visions is according to our opinion an essential element of corporate culture manifestation. A list of significant purchasers, photos of the enterprise or specific product composition, that the enterprise was able to manufacture, can attract attention of potential new customers but also current customers. Photos of the work environment, information about employee care - clothing, trainings, working conditions perhaps even virtual business presentation could be attractive for potential future employees.
Employee care in the enterprise is aimed mainly at the safety in the workplace, health protection. The enterprise disposes of rather extensive documents about duties, reliabilities and authorities. Plan of trainings in this area is worked out and kept. Possible change in the interest in employees is seen in building a team and community. When people know each other better away from their workplace, their mutual cooperation is strengthened. The enterprise should hold more social events and celebrations, e.g. Christmas Party or Doors Open Days that are considered traditional in many enterprises. It could also motivate employees to feel more that they are at the heart of things. It could use different types of benefits or top employee evaluation. Every employee like being praised at work and feeling centred.
Meeting regularity can be considered a positive thing. Following those, employees know what their responsibilities are, they understand required tasks easier and they are familiar with results of requirements that are met. On one hand, meeting regularity can motivate them to further performance, effective communication but on the other hand, they can feel to be managed constantly. When meetings are led through informal talks, employees will feel engaged and their enterprise loyalty can improve.
According to our opinion the written form of the corporate culture of the enterprise with clear and understandable standards of behaviour through which values and mission become a reality is missing. In big and successful companies Codex of Behaviour is respected. In the analysed enterprise we note only one written document relating to the behaviour in
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the workplace, safety rules and protection of the health at work. We advise the enterprise to work out the codex focused on following rules:
7-9'*>##%.#'!$2*"3
" all employees, supervisors and subordinates, are treated with dignity, respect,
" mutual cooperation between employees and cooperation between employees and the enterprise management enable to solve also the most difficult tasks responsibly,
" we are loyal to the employer; we protect enterprise assets, we support objectives and mission of the enterprise,
" a natural duty is to provide information relating to objectives and enterprise mission,
" we are improving constantly, we learn from one another,
" we do not ignore problems, we solve them.
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" cooperation is based on trust, respect, tolerance. The problems are discussed openly,
" a manager is responsible for long-term goals setting and communication,
" a manager is responsible for delegating tasks regarding abilities and knowledge of emloyees,
" a manager creates a policy in the enterprise where new ideas are generated, evaluated. He is open to individual abilities and knowledge,
" a manager follows up effort made towards achieving goals and evaluate the performance of employees and a team as well. He leads subordinates and helps them.
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" we arrange contacts with public and each interest in the enterprise is a stimulus into new business relation,
" we respect the Freedom of Information Act,
" we respond to questions and comments expertly within given powers.
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" we treat all previous, current and future customers with respect,
" we try to meet their requirements for quality, professionalism and deadlines, but we expect our suppliers to do the same,
" we prefer long-term cooperation with serious business partners and we do not avoid relations with new partners,
" when we get in contact with business partners we preserve information security,
" we do not accept gifts that can affect professional and business judgement,
" we are aware of the importance of the employee behaviour, their professional knowledge.
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" we support development and the use of technologies, materials and products that are environmentally friendly. We take care of machines, vehicles and we save water, electricity and fuel,
" all employees and also employees of our suppliers have to behave environmentally friendly.
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" health of our employees is an important value for us,
" to respect safety rules, work process and technological rules strictly by employees is necessary,
" marked and clean working tools, clothing, hygiene, order and purity are essential conditions of the protection of health at work,
" our employees and employees of our suppliers as well have to respect safety rules and duties.
All activities associated with running a business have to be according )1$3&A:$&';$:)&';&";:#$,&A$7"(&B5'!0$A>()>("$5)$5:$&$=&")$14$&$61;(C$1"$
not, can be prosecuted – admonition, compensation of a damage or termination of employement. Supervisors can be considered responsible if they do not recognise such an offense in the workplace or they tolerate it.
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4.4. Discussion
When we want to define good corporate culture we can say it is the corporate culture that helps you achieve goals when meeting needs of all employees and at the same time it is beneficial to the environment and the society.
When we propose changes in the corporate culture of the analysed enterprise following its analysis we keep in mind that to change everything is impossible. The point was that we determine what elements of manifestation will remain unchanged, what will be established and following that we found out what important changes are required.
Whether the corporate culture in the analysed enterprise is good depends on a harmony between existing and preferred culture. This harmony depends, in a large extent, on the management behaviour and mutual communication. It is necessary to be aware of the fact that managers set an example and are expected to behave according to the required standards. Through mutual communication employees are familiar with the performance expectation, with the criteria to assess and last but not least, managers are familiar with their employees’ needs.
We suppose that communication within the corporate culture is a problem also in the analysed enterprise. The research indicated disharmony between values of the enterprise management and values of the employees of the enterprise. On one hand, there was a management concept, or goals but only managers were familiar with it. Moreover, employees were not familiar with basic values of the enterprise.
Proposed complex, clear and understandable values will help the enterprise fulfil visions that we suggested being added to important elements of its corporate culture. Proposed rules of behaviour that must be respected by all employees are also a part of the good corporate culture. We suggest that the enterprise should inform employees about proposed elements of the corporate culture through the internal communication and enable them to give an opinion. The corporate culture of the enterprise might be also strengthened in this way. New employees
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must be informed about visions, values and standards of behaviour when they are hired. Permanent and clear manifestation of visions, values and standards of behaviour can build and support loyalty of employees to the enterprise. They will feel engaged, in the heart of business, doing exactly what they are expected to do and they will be rewarded by monetary or moral incentives. They will be less controlled and more motivated. This way they contribute to good name and image of the enterprise. Mentioned elements of the corporate culture are important culture manifestation of every enterprise and their assembling and following emloyees’awareness can bring valuable advantages.
The enterprise can be unified also by means of other elements of corporate culture that were supposed. Informal meetings or events are, according to our opinion, the best way how to listen to needs of employees and to lead them to understand the importance of achieving enterprise goals. Disharmony was also found in the area of the enterprise management. On one hand we agreed with the hierarchical type of management to ensure fluently running enterprise but on the other hand we showed negative features in terms of limiting employees’ abilities and knowledge. Therefore we think that hierarchical type of management is suitable for the enterprise but not constantly and in some cases it is necessary to enable employees to give an opinion, to provide cooperation and help or to use employees’s ideas in the enterprise processes. The enterprise will have to invest some sources in meeting employees’needs but on the other hand this investment can improve competitive advantage of the enterprise as satisfaction, loyalty, new ideas or better performance that will affect the outside environment in positive way. Creating the right corporate culture can undoubtedly result in:
" better internal and external communication,
" putting into practice basic principles that are essential for decision- making process at all levels of management hierarchy,
" employees’ feeling being engaged not only in partial tasks and activities but also in the enterprise as a whole,
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" in consequence of feeling identified with the enterise better employee motivation,
" condition for using new methods, forms.
Changes in corporate culture can affect all activities, processes and subsequently also results of the enterprise and there is no information about its financial effect in any enterprise information system.
4.5. Summary
Successful enterprises appreciate not only knowledge and experience of their employees more and more but also their willingness to master all difficult tasks. Subsequently it enables to deal with problems effectively.
Well-managed enterprises use their culture as, at first sight, unobtrusive, but very effective tool of employee management. System of values, standards and traditions affect the behaviour and performance of all employees. Good corporate culture contributes for the willingness of being engaged in achieving enterprise goals, improving the quality of work, supporting loyalty and responsibility to the enterprise, improving internal communication. Each corporate culture should be determined in advance, managed strategically and be respected and easy recognisable by potential customers. An employee can become successful and efficient in the enterprise when he is able to understand the corporate culture of the employer, to accept it and to adapt. When managing corporate culture we must remember that it is created for employees, it is about values, mission and the enterprise vision and employees must be familiar with them and accept them.
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