Organizational Behavior
The organizational culture of a business “is a system of shared values, assumptions, beliefs, and norms that unite the members of an organization,” (Gomez-Mejia & Balkin, 2002, p.108). A company’s culture consists of the visible culture which displays to the common observer “how people dress, how fast people walk and talk, whether there is an open floor plan without office doors or managers have private offices, and the extent to which status and power symbols are conspicuous,” (Gomez-Mejia & Balkin, 2002, p.108). The beginning of this paper identifies the culture and the organizational structure of Kudler Fine Foods. The paper then describes the leadership style based on the organizational performance and how this style motivates their employees. The last part of this paper describes what is happening in the external environment that will drive changes to the organization.
Culture of Kudler Fine Foods
The visible culture at Kudler Foods is one of hard work and dedication that unites the employees together to provide the best possible service to customers. The visible culture begins with the owner, Kathy Kudler. She is the face of the organization. She has her fingerprint in every aspect of Ms. Kudler’s operations. She monitors her competitors and what they are offering to their customers and obtains some samples that she shares with her managers who it turn make recommendations about the products. She subsequently places orders for any new items deemed by management to be worth the investment. Ms. Kudler demonstrates the visible culture of the organization that filters down through every employee. Her drive demonstrates that Kudler Fine Foods is competitive in nature.
Another way to view the culture of Kudler Fine Foods is through organization policy and decision-making. “The way performance is evaluated, the priorities for spending scarce resources, and the way rewards are allocated show employees what the organization truly values,”...
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