Introduction
The senior management and board of directors of different corporations are engaged in the process of managing various organizational aspects. These include monitoring, reviewing and development of ethical codes, culture and business conduct of their corporations.
The focus has always been geared towards areas where the company anticipates increased ethical risks. In this respect the board of directors usually target to help the organization and its employees in fostering a culture of mutual accountability and honesty.
However, it is very unfortunate that even the preluding problems cannot be evaded at any cost despite the participation and contribution of the senior management (Hartman & Desjardins, 2011). For instance, the well written avowals or statements which might incorporate the company’s business success, the operating norms, goals, visions and missions are not often guaranteed.
A review of the mission statements
When the fusion amidst Daimler and Chrysler took place, the issued joint mission statement was well articulated. The Daimler AG corporate credo had the corporation’s purpose, mission, goals as well as the shared values and beliefs. The goals of Daimler AG included attaining sustained growth, globalization, integrated enterprise, unique portfolio, superior profitability and delighted customers.
However, the mission for this company was the integration of two well-known corporations so as to become a universal enterprise which is most respected and a successful provider of transportation and automobile services and products by the fiscal 2001 (Sundrum 2006, p.5).
Daimler AG similarly had a joint purpose for being a global leader in generating superior values to the company’s shareholders, employees and customers. The shared values and cultural beliefs of this company comprised of responsibility, agility, profitability, excellence, speed, quality, openness, inspiration, teamwork, innovation and customer focus.
In contrast, the corporate value and mission statement of Xerox Corporation was based on excellence, communication, integrity and respect. Basically, its mission values and vision statements affirmed that the business entity would aspire to treat others the same way it would want and expect to be treated. The corporation’s fraternity has no room for tolerating disrespectful and abusive treatment.
In fact, the mission statement declared that arrogance, callousness and ruthlessness do not belong to Xerox. The Xerox board of directors approved the ethical code that the company adopted (Lucas & Ogilvie 2006, p.7).
The ethical code emphasized that all the employees and officers of Xerox, its affiliated corporations as well as subsidiaries would be accountable for carrying out the company’s business affairs in line with the relevant bylaws and in an honest and moral manner.
It was well-articulated in the Xerox mission statement and ethical code of conduct that the employees of Xerox will not in any manner conduct themselves in a way that could bring separate personal financial gains to a worker and in turn directly impact the employment contract between that worker and the corporation.
That is, given the reputation and respect that Xerox had acquired, no employee, according to the corporation’s mission statement, was expected to carry out activities that were considered to be either indirectly or directly detrimental to the company’s best interest.
A company with values-based culture
Daimler AG is amongst the corporations that have adopted value based culture. As compared to Xerox Corporation, Daimler AG has tried to do things in the correct way. The value based culture of Daimler AG embraced collaboration (Sundrum 2006, p.5).
The company had grounding practices and values that supported the work environment. The system had rules, regulations, cultural values and practices that improved both the external and internal interactions.
A company with compliance-based culture
From the above stipulated mission statements and various other reports, it is apparent that Xerox is one of the companies that embrace compliance based culture (Lucas & Ogilvie 2006, p.7). This is because Xerox actions are controlled or determined by the laid down company rules and regulations. The attainment of the corporation goals depends on the compliance with the company policies.
Fundamentally, employees of the company are expected to adhere to the company core value policies while conducting their activities or implementing the organization programs. In addition the company management or employees are expected to refrain from those behaviors that are considered to be unethical such as bribery, corruption and any other forms of misconduct (Burns, n.d).
The preferred company
Based on the different cultures adopted by Xerox (compliance based culture) and Daimler (value based culture), I would prefer working in value based culture that Daimler embraces. This is because the culture adopted by Xerox is very corrosive as it erodes the public confidence and trust.
It tolerates actions which are likely to benefit individuals but becomes expensive to all workers and the company in case an incidence like corruption occurs. Therefore, the value based culture adopted by Daimler is deemed the best as it is open to whistle blowing and requires ethical leadership commitment.
Summary and conclusion
In summary, when an organization clearly articulates the employee and cultural relationship values in the mission and vision statement, aims become more visible. A lived or visible culture tends to form the significant checks and balances since it is anchored on attributes such as stewardship, integrity and behavior.
Thus, by examining these two corporations’ internal values, it is worth concluding that value based culture should be preferred to compliance based culture as it makes everything visible.
Furthermore, value based culture as opposed to compliance based culture has grounding practices that inhibit unethical behaviors or unexpected code of conducts. In the future or current professional environment, I would apply value based culture to ensure that goals and objectives are more visible.
References
Burns, U. (n.d). Xerox code of business conduct: Connecting with our core values. Web.
Hartman, L. & Desjardins, J. (2011). Business ethics: Decision making for personal integrity and social responsibility. New York, NY: McGraw-Hill.
Lucas, L. M. & Ogilvie, D. T. (2006). Things are not always what they seem: How reputations, culture, and incentives influence knowledge transfer. The Learning Organization, 13(1), 7.
Sundrum, E. (2006). Moving beyond compliance and control: building a values-based corporate governance culture supportive of a culture of mutual accountability. Int. J. Corporate Governance and Ethics, 10(14), 1-18.
Appendix: Internal Organizational Values Matrix
Complete the matrix by inserting the appropriate information from your research for each of the components listed for each of the selected companies.