Corporations, culture, and commitment: motivation and social control in organizations

Article Abstract:

The notion of "corporate culture" has received widespread attention in the past several years. But what is meant by the term and why should managers be concerned with it? Culture can be thought of as a mechanism for social control. As such, culture is important for both the implementation of strategy and as a mechanism for generating commitment among organizational members. Based on a comparison of strong culture organizations, ranging from cults and religious organizations to strong culture firms, this article argues that culture and commitment result from: systems of participation that rely on processes of incremental commitment; management as symbolic action that helps employees interpret their reasons for working; strong and consistent cues from fellow workers that focus attention and shape attitudes and behavior; and comprehensive reward systems that use recognition and approval. These techniques characterize "strong culture" organizations. (Reprinted by permission of the publisher.)

Corporate culture, Employee motivation

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Managing through networks in investment banking

Article Abstract:

Investment bankers have developed management practices that are appropriate for their role in facilitating the flow of assets between issuers and investors. Flexible and dynamic network organizational structures enable firms to process unique deals and to adapt to changing circumstances. Client-oriented measurement systems emphasize the importance of serving customers to build market share in this service business. Rewards, in the form of large bonuses based on an assessment of an individual's contribution to collective outcomes, are a strong incentive for the needed high level of cooperation. The challenge for firms growing larger, more complex, and more geographically dispersed is to sustain these management practices. Commercial banks entering this business must learn a very different way of managing. (Reprinted by permission of the publisher.)

Banking industry, Management, Investment banks

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Cisco Systems: developing a human capital strategy

Article Abstract:

A case study of Cisco Systems is presented. The company that was a acquiring talent by buying out smaller technology firms was suddenly left with human capital on hands when the dot-com bubble burst in 2000. The strategies adopted by the company to manage its human capital are discussed.

United States, Telephone and telegraph apparatus, Acquisitions & mergers, Personnel administration, Computer network equipment industry, Network hardware industry, Case studies, Human resource management, Mergers, acquisitions and divestments, Company acquisition/merger, Cisco Systems Inc., CSCO, Company personnel management

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