Procter and Gamble: Culture and Diversity in Decision Making Report

A Brief Description of the Organization

Procter and Gamble is a consumer goods corporation in America. It produces pet food, personal care products, as well as cleaning agents. Procter and Gamble are known for producing foods and beverages, but the latter sold that production line to Kellogg Company. It has received many ratings including being the fifth most admired company in the world. It is known for the best leadership development in the United States of America.

The Culture of Procter and Gamble

The culture of a company establishes its success or failure. Scholars have defined organizational culture as the behavior of persons that are associated with a given organization. It also includes the meaning that individuals in an organization attach to their dealings. Flamholtz and Randle (2011) avow that, organizational culture incorporates norms, values, vision, beliefs, working language and habits. Organizational culture impinges on the way people and groups interrelate internally with customers and stakeholders.

Procter and Gamble is an organization that believes in upholding culture for success in business. The company has diversified across the world at an alarming rate. Ever day, Procter and Gamble continue to expand in diversified fields. This makes it vital for the organization to have a unifying way of doing things. Organizational culture is key to providing uniformity in any organization (Flamholtz & Randle, 2011). The organization believes in innovativeness, aggressiveness, teamwork, risk-taking, and people orientation.

Ways in Which Procter and Gamble Shows This Culture

Aggressiveness

Aggressiveness is a key dimension in Procter and Gamble. Aggressiveness is the degree to which employees are insistent and competitive in an organization rather than cooperative (Martin & Frost, 2011). Procter uses aggressiveness in taking over companies that are fleeing out of business and then advertising them under their name brand.

All the eleven managers of Procter insist on aggressiveness on employees’ part to ensure success in business. Aggressiveness ensures the smooth running of operations in an organization where workers are self-motivated other than being dragged along by the leaders.

Consequently, aggressiveness guarantees high levels of production. This is because time is well managed since nobody needs to be told what to do and when. Every person in an organization that upholds aggressiveness sees the success of the company as their success, hence motivation.

People Orientation

People orientation is a scale to which executive decisions take into consideration the organizations impacts on people (Flamholtz & Randle, 2011). Procter’s apprehension on people orientation culture is illustrated in that; managers emphasize that people are the firm’s biggest assets.

To design a means for workers to bond, the organization would put up celebrations for the employees. Events of this nature allow employees to build associations with each other outside the work setting. The company holds on to the belief that people can do amazingly great things if given an opportunity. In all the companies under Procter & Gamble, employees are seen as the source of success that each organization can achieve.

Innovativeness

Procter & Gamble is both an innovative and peril captivating organization. Managers in this company inspire employees to be innovative and creative rather than just wait to follow orders from their leaders. This motivates employees to contribute towards production in the company as well as increase the overall efficiency of the company. As a result, employees in this organization become more competitive due to the freshness and creativity of the operations they undertake (Martin & Frost, 2011).

Risk Taking

Procter & Gamble is an entrepreneurial organization. The business management consists of eleven members, who are entrepreneurs in their way. This enables the organization to venture into opportunities that very few businesses would risk operating. Among the characteristics of entrepreneurial business is the capacity to take risks.

Employees across organizations operating under and with Procter & Gamble are expected to be risk takers. This is because of the organization ventures in new business every day. Additionally, novelty and risk-taking are aspects that go together (Martin & Frost, 2011).

Suitable Leader and Response to Decline in Demand

The best leader for Procter & Gamble is a person who possesses a democratic leadership style. This is because the company is an organization that has a strong belief in people’s ability.

Therefore, it requires a leader who can justly receive other people’s contributions concerning any development in the organization as well as put significance in what other members of the organization have to say. According to Dereli (2010), democratic leaders persuade economic development through the creation of new firms, which profit economic development by generating unrelenting productivity augments through innovation-driven growth in advanced economies.

In case of a decrease in the demand of product(s) or services supplied by Procter & Gamble, innovativeness is the change in its culture that would require being carried out in reaction to this condition. Also, the innovative nature of Procter & Gamble Company demands that managers have some sense of democracy when it comes to leadership.

References

Dereli, M. (2010). Leadership Styles A Survey Research of Leadership Styles of Elementary School Principals. Saarbrücken: VDM Verlag Dr. Müller.

Flamholtz, E. & Randle, Y. (2011). Corporate culture the ultimate strategic asset. Stanford, Calif: Stanford Business Books.

Martin, J., & Frost, P. (2011). The organizational culture war games. Sociology of Organizations: Structures and Relationships, 1(1), 315.

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