PROCTER AND GAMBLE | Leadership and Change Management

PROCTER AND GAMBLE | Leadership and Change Management Procter and Gamble Overview Procter Gamble is American base worlds largest manufacturers of a wide range of products. The company main maker of household products in the United States, PG has operations is more then 80 countries around the world and markets its nearly 300 brands in more than 160 countries, more than half of the companys revenues are derived overseas. Company products, which fall into the main categories of fabric care, home care, beauty care, baby care, family care, health care, snacks, and beverages, are 16 that generate more than $1 billion in annual revenues (PG Annual Report 2009). 2. PG Change Process 2005 Change management is a word that is used in business to mean the way business to mean the way business is adopted in order to. Change is a constant in both professional and r private lives. According to Druker (1999) changes is generic. He further goes to give that, change leader sees change as opportunity. A change leader looks for change, knows how to find the right changes and knows how to make them effective both inside and outside of organization. The basic principles of change management, and provides some tips on how those principles can be applied. When leaders or managers are planning to manage change, there are five key principles that need to be kept in mind as shown below Different people react differently to change Everyone has fundamental needs Change often involves a loss Management Expectation Deal Management Fear Different people react differently to change Different people have different preferences for where they like to be on this spectrum. Some people like to be at the stability end of the spectrum, they like things to be the way they have always been. Other people like to be at the change end of the spectrum and they are always looking for something different and new. A managers responsibilities need to be revised to account for what employees need most during tough economic times. In Procter Gamble workshop which aligned with what the organization had already learned in the context of plant closures. We found the closures did much less damage when: Managers announced the date of closure and key milestones far in advance and also detailed how employees and members of the community would be affected. Managers fully explained to employees and the community the business reasons for the closure. Managers gave the employees affected the chance to find other jobs within the company or help them with resources for finding a job outside the organisation. Managers expressed their human concern, both publicly and privately, to affected employees and officials of the community. In this way, the key attributes of predictability, understanding, control and compassion were demonstrated. Everyone has fundamental needs By describing the landscape of unmet customer needs and analyzing where new offering have worked before, you can chart a path that will produce successful innovations time after time Anthony (2006). Understanding customer needs and building lasting relationships are important in helping an organization innovate. Businesses innovate through unmet customer needs. Customers express their needs that have not been met and organizations innovate to meet those needs. This is why PG is still leading the domestic product industry because, it listens to customers unmet needs and innovates aggressively to meet those needs. For instance, when babies were wearing cloths diapers, they were very leaky and labor intensive to wash; at that time, mothers needed an innovative product on the market to help fix the labor intensive part of washing the cloth diapers as well as the leakage. PG answered this innovative call by introducing a revolutionary product called Pampers into the market. Change often involves a loss The relevance of the loss curve to a change management programmed depends on the nature and extent of the loss. If someone is promoted to a more senior position, the loss of the former position is rarely an issue because it has been replaced by something better. But if someone is made prospect of getting a new job, there are many losses (income, security, and working relationships) that can have a devastating effect. The aforementioned are the primary features of change and PG management has recognized that. Sometimes, what employees do not understand is the impact of change on their professional and family lives; and it is the responsibility of management to communicate this impact to employees both positive and negative; but mostly, management overemphasizes on the positives and pays little attention on the negative impact. Kinicki (2007) mentioned Managerial changes viewed as good and necessary can be seen by employees as intimidating and even terrifying. But when companies dont take this into account, and force changes that employees arent prepared to handle, those companies risk alienating their workers, losing money and, in the end, seeing those great strategic changes fall flat. This is a communication strategy that PG has been successful in implementing corporate wide. The company ensures that the length and breath of all its units understand the impact of any change mostly at the professional level. Management ensures that everyone involved is interested in the change process. The more employees are interested in the change process the greater the success of the change or innovation. The most important element here is motivation. Management Expectation The relationship between expectations and reality is very important. You can see this in customer relations if a supplier fails to meet expectations then the customer is unhappy; if the supplier exceeds expectations then the customer is happy. All aspects of the marketing process with modules for marketing strategy development and deployment, concept development and testing, pricing strategy, package design, advertising development, media planning, direct marketing, interactive marketing, and sophisticated new know-how and tools for Internet-enabled product development and testing, among others. Hunter Hastings, chairman and chief executive (formerly CEO of Magnifi), who has an extensive background in brand marketing and corporate marketing services; Dan Maurer, president and chief operating officer (formerly general manager of PG i-Ventures), who has extensive international marketing and management experience in PG European and U.S. operations; Wade Miquelon, chief financial officer (formerly finance manager for PG e-commerce area, general partner for PG Internet venture fund and CFO for its Thailand operations), who brings experience in MA, corporate treasury, new business development, and strategy development; Pete Farner, vice president corporate development, (formerly Magnifi senior vice president sales and business development) who is an experienced and successful development executive in established and start-up businesses. Deal Management Fear In times of significant change rational thought goes out of the window. This means that people often fear the worst in fact, they fear far more than the worst, because their subconscious minds suddenly become illogical and see irrational consequences. Example: Our company is reducing staff, which means They will make people redundant, and Ill be the first to be kicked out, and Ill have no hope of getting another job, and I wont be able to pay the mortgage, so Ill lose the house, so My family wont have anywhere to live, and My wife wont be able to cope, so Shell leave me, and Ill be so disgraced the children wont speak to me ever again. Such fears need to be addressed, e.g. by helping people to recognize that most people who are made redundant find a better job with better pay and have a huge lump sum in their pocket! Or, where appropriate, by explaining how the reductions in staff numbers are going to be achieved (by natural wastage or voluntary redundancy). According to De Geus, these are the four key characteristics that best describe the company which can survive for very long periods in a changing world, because its managers who good at the management of change. The quartet provide the framework which enables a PG, or Coca-Cola, or GE to renew itself: note how PG, kept wealthy by its conservative financing, was able to learn from its own mistakes when adapting to a new marketing environment, and to reform and improve its relationships with entities like the major store chains. In doing so, the sustained strength of the corporate brand and culture was invaluable. 3. Analysis of PG strategic change? The road to hell is paved with good intentions this is how we would describe the implementation of Jagers (CEO) strategic change. PG was in deep trouble in the first half of 2000. For the first time in the past eight years PG was showing a decline in profits. In the late 1990s, PG faced the problem of stagnant revenues and profitability. In light of this the Organization 2005 program was launched in July 1999. As indicated in the paper responsibilities and Relationships were not optimised. Nevertheless It takes time for a restructure to become Effective, yet it needed better implementation. With the implementation of the program, PG aimed to increase its global revenues from $38 billion to $70 billion by 2005. The Organization 2005 program faced several problems soon after its launch. Jager concentrated more on developing new products rather than on PG well-established brands. Jager conducted some mistakes which proved costly for PG. For example, efforts made in January 2000 to acquire Warner-Lambert and American Home Products. Contrary to PG cautious approach towards acquisitions in the 1990, this dual acquisition would have been the largest ever in PG history, worth $140 billion. However, the stock market greeted the news of the merger negotiations by selling PG shares, which prompted Jager to exit the deal. Theref ore it will not be farfetched to conclude that the strategic change was welcomed and important to the corporate yet its implementation was not adequate. 4. Environmental Risk Analyses of Procter Gamble Companies and organizations must assess, mitigate, and monitor certain risks involved with their daily operations. A specific area of risk that must be identified is that on the local and global environment. Accidents, natural events, and deliberate assaults are all possible ways for an enterprise to cause pollution or other environmental risks. In order to limit, and hopefully prevent these situations, environmental risk management places a strong emphasis on targeting the problems that could arise and implements a system of metrics that help with prevention. According to Environmental Risk Assessments (ERA), which Procter Gamble (PG) typically calls human and environmental safety assessments, for all products, is key to building PG reputation as a good corporate citizen and maintaining a high level of public trust. This commitment stems from a long-held philosophical commitment that marketing safe products is a core business responsibility, both morally and in a business sense. Given these values, and the importance of ERA to PG future market access, the tool was well accepted by management and employees. Despite the companys success integrating ERA into core business practices, it still faces a number of practical challenges. These include balancing the time and resources spent on complex ERA with the speed at which the company can bring new products to market, balancing a desire for public transparency with the potentially negative business consequences of releasing too much competitive information, and overcoming external perceptions related to the use of risk assessment as a methodology to evaluate consumer products. Innovation is an extremely important driver for PG and drives the number of environmental risk assessments carried out by the company. As the company is continually developing innovative new products, PG submits more new substance notifications to the US Environmental Protection Agency, and its counterparts around the world than most, if not all, other consumer product manufacturers. Thus, the company must conduct more risk assessments to support these new substance notifications than companies that use existing substances in the manufacture of products. PG feels its risk-based approach and tiered ERA feeds more comprehensive information into RD, which ensures products are safe, without unnecessarily delaying innovation and delivery of products to market. This in turn, reduces operating costs for the company. In this way, PG directs more of its resources toward product improvements and key product safety issues. This avoids investing in product development only to have that product sent back to the drawing board based on risk assessment results, or investing resources in unnecessary product testing that may have no real relevance to safety. 5. Implementation of change organizational PG Countless change agents and other organizational interventionists fail to achieve desired results because they ignore or are unaware of the need to closely align change strategy with organizational personality. Durk I. Jager, former CEO of Procter Gamble Co., was clear about his goals when he took office in 1999: shore up overseas operation and grow top brands. These measures would remedy sagging sales and redeem PG image as the leading global marketer of consumer products. However, Jagers strategy for achieving these goals was perceived as being so abrasive, so discordant with PG personality, which his management team rebelled against him. He was forced to resign in less than two years. Alan G. Lafley, a longtime executive who understood and respected the companys culture, took office in 2000. Through a combination of wisdom, humility, personal engagement, and a careful alignment of change strategy to corporate personality, G. Lafley has turned PG into one of the great corporate su ccess stories of the twenty-first century. According to PG Chief Information and Global Services Officer, Filippo Passerini, the company envisioned itself fundamentally transforming the operation through the use of innovative technologies that will help the entire PG to work smarter, faster and more efficiently. In line with implementing a service-oriented architecture (SOA) system to improve data and files accessibility, PG adopted a new system the online workspace system. Online workspace systems are to build up an inventory of applications to deliver information for its global business units making them available as services through the portal. This process allows employees and managers to reuse systems and codes from other parts of the business (purchasing, marketing, logistics, manufacturing, etc). This new system includes a security module to protect information and a service platform to allow date from a variety of sources that could be accessed on demand. PG aims to improve and support decision making while also increasing internal and external peoples access to knowledge and information (Mari, 2008). There is no particular person who drives the change but the impetus for implementation of online workspace systems lies on the necessity to tap virtual working opportunities while also reducing workload due to web-based space and chargeback reports. PG realizes that to accommodate smarter working practices, there is the need for a fully integrated web-based facilities management environment. SOA underpins an online portal that will aggregate business information for PG 32, 000 managers. 6. Information Technology in PG PG business managers commit to meeting profit goals, market share goals, and volume goals. PG trying to develop a mirror program in IT with equivalent measures. Instead of shares, PG have service levels; instead of volume, they have value creation. It is very numerical, very measurable. Our scorecard is numbers. We even give our internal IT customers a sales booklet. Its a great identity builder. At the end of the year, you can say and show that you did it or you didnt do it. We have a business manager model within the company that really works, so IT is following it. 7. PG online Store How and where to distribute its products is one of the major decisions facing nearly all product marketers. Procter Gamble is dipping its toe into the online selling channel. While this is identified as only being a research lab intended to help PG learn more about consumer buying behavior, it nevertheless has to be making some retailers wonder what is next. The site will launch in the spring and is worth watching. 8. PG E-Notebook Proctor Gamble reinvent the process of invention within the company with an Electronic Lab Notebook system that went live within its research development organization at the end of February. Although online data tracking for researchers is not new, particularly within some specialties such as pharmaceuticals, PG challenge was to devise a system that encompasses the diversity of its research, which includes some drug development but also efforts to find a sudsier soap or a more absorbent diaper. 9. Conclusions As a consumer goods manufacturer, PG seize every opportunity that came their way most especially in placing emphasis on the role of technology is further brand building, innovations and process advancements. Expanding technical capacity lessened the duplication and inefficiency though IT is considered to be a cost. In optimizing the business, PG shift its culture from a technology-based to solutions-based company. The paradox though is on using IT systems and processes and arriving at the solutions. In realigning the PG approach, the company run as business whereby the changes is experienced on being a cost center where the focus is only on cost reduction to (cost, service levels, value creation and service management. Virtualization, personalization and real-time decision-making through corporate portal, ECM and online workspace systems are the main strategies. Strategic analysis has allowed us to understand the underlying objectives of change were much necessary on time. The Implementation of change is took time but PG took the competitive advantage which he has reward. The assumptions depend on the learning about the firm accounting practices, about its strategic choices and from the ratio analysis.

Aztec Women Roles and Society

The roles of women are useful to historians because they provide an insight into the life experiences, cultures, thoughts, and every day life of a historical period. Similarly this essay will examine the roles of women, which provide insight into the Aztec civilization’s many strengths. The Aztec child bearer/warrior, priestess and sexual being will be analyzed to display that gender relations were complementary that produced equality. The midwife and weaver reveal that the Aztec’s specialization proved successful through fields like medicine and the market.Finally the Aztec daughter and mother will be examined to show that the Aztec’s had a strong socialization system established through education and the family. For these reasons women’s roles allow historians to look at the greater picture and see that Aztec society was advanced ad possessed three particular strengths being that its gender complementarity structure, a successful specialization of labour , as well as a highly efficiency in socialization that allowed Aztec culture to retransmit itself. Gender relations in Aztec culture were based on a gender complementarity structure.This structure, â€Å"Defines males and females as distinctive but equal and interdependent parts of a larger productive whole. † The Aztec society was fairly gender divided however women’s tasks were usually â€Å"in the heart of the home,† taking care of the family and bearing children, whilst men’s domain was outside and involved hunting, fishing, fighting etc. A clear illustration of how roles were interdependent is seen through food production where men hunted and women cooked the catch. Each role accompanied the other because without one another there would be no sustenance.This cultural ideology could have developed because both sexes may have understood that each had a specific labour/role to fulfill ultimately for God which is supported through an admonition in the Co dex of Mendoza, â€Å"This is the wish of our master and his decision that we shall obtain all that is needed for life only through sweat, only through work. † Furthermore within Aztec religion there were two dual-sexed creator deities Ometechuhtli – Lord of Durality – and Omecihuatl – Lady of Durality – amongst many other male and female deity couples who were equally responsible for a variety of things.This evidence may indicate that gender complementarity relations could have also originated from religion. Nonetheless gender relations in Aztec society were based on gender complementarity. The child bearer/warrior exemplifies how the Aztec’s gender complementarity tproduced gender equality because she gained the same title and honour as male warriors. The child bearing role made women distinct from males however she was still equal, â€Å"As the man gained honour by going valiantly into battle, so the woman gained honour and respect by be aring children because her battle was comparable. The pregnant mother was seen as a warrior entering battle – child labour – because she had to capture her baby. The midwife reinforced this concept because she would emit a war cry during labour. This evidence shows how child bearing was perceived valuably and made women equal to warriors who were highly respected in Aztec society. If a women died during labour she received the same honour as a warrior fallen in battle and was labeled mocihuacquetzque. Similarly to male warriors this name and honour meant that she would travel to a western solar realm where she accompanied the sun.This respect for childbirth may have developed in Aztec culture because they recognizes that, â€Å"They too had made a sacrifice of their own lives so that a new life could come into the world. † Nonetheless the child bearer/warrior role shows historians that she was different but also equal to male warriors through the title and honou r she received. The priestess carried out certain tasks and responsibilities because of the gender complimentarity structure however her level of importance was fairly equal to male priests.When they were old enough daughters became female priests or cihuatlmacazqui. In â€Å"Aztec temples priests guarded the temple fires, made offerings, prayed and cleaned whilst female priests accompanied male tasks by spinning, weaving clothing and sweeping the temple. †Although these tasks may be considered trivial in a modern/ western perspective, her responsibilities were equally important because cloth was used as currency/tribute in markets and sweeping was highly valued since the Aztec’s believed this was purifying the world.Furthermore, whilst head male priests performed many sacrificial rituals, priestesses were also essential to many rites because only they could perform certain rituals/feasts such as the Ochpanizli – Important feast – dedicated to the mother goddess known as Toci. This may be because this was a female deity however priestesses’ had certain responsibilities that made them different than male priests but equal because these were highly valued. These ideas on gender complementarity or equality may have developed from religion.For example, male and female deities were two distinctive parts as Goddesses were responsible for sustaining life however both equally created human life. Regardless the Aztec priestess shows historians that her responsibilities were different because she was a distinct part of the gender complementarity structure, however her roles and responsibilities were as equally valuable as male priests. The female sexual being embodies gender complementarity because like a male she was equally responsible to uphold sexual norms.This role is being analyzed because Colonial Spanish historians often examine labeled roles such as mother and warrior but sometimes ignore women just as sexual beings. In this r ole women were expected to be sexually abstinent until marriage, â€Å"Nothing it, it is still untouched nowhere twisted, still virgin, pure undefiled. † Similarly men were told not to â€Å"lust for vice for filth (illicit sex) that which is deadly† or else â€Å"though wert a dog. † Thus both women and men were expected to be sexually abstinent.This focus on sexual abstinence developed because it ensured fertile potency when sex in marriage occurred and allowed ont ao achieve a â€Å"good heart. † Both men and women were similarly punished through sacrifice, decapitation, placed into slavery for being promiscuous or committing extra marital affairs as the Codex of Mendoza supports with images of couples being executed. Therefore although women were different than men, they were equally responsible to uphold sexual abstinence for the greater moral good.The midwife reveals that the Aztec’s specialization of labour was successful because this allowe d one to have extensive knowledge in one field that advanced certain sectors like medicine. The Aztec thought was that each person had a distinctive specialized role to perform in the greater scheme. The Aztec field of medicine like other societal sectors was specialized and gendered so that males were predominantly â€Å"doctors† and healers whilst women were midwives. The midwife – ciuatl temixiuitli – treated disease, aided with childbirth, provided herbal medicines, message therapy as well as sweat baths.She would concoct a drink from the cuahalahuac tree ground up in water with a red stone called ezetl – jasper – and the tail of an opossum to hasten delivery. Midwives knew that the cuauhalahuac – slippery tree – helped by lubricating the delivery and the jasper helped to prevent hemorrhaging. Similarly modern studies show that this oxytocic medicine assisted by causing strong uterine contractions and cervical dilation. This conco ction required extensive knowledge because the midwife had to know what natural ingredients were useful as well as the dosage and measurements needed per patient.According to Bernardino de Sahagun – Franciscan Friar who lived amongst the Aztecs – just before delivery, â€Å"The midwife washed and massaged the mother in the steam bath and performed an external version (turning the fetus by external manipulation) if the fetus was in a breech position. † She would then place the mother in a squatting position for delivery rather than a lithotomic – lying down – position because midwives knew that this deprived the baby of oxygen. This evidence shows that the midwife’s medical knowledge was comprehensive because she had a detailed understanding of Obstetrics.This specialization of may have developed because the Aztec’s recognized that having distinct roles like the complementarity system ensured every duty or in this case field was filled or because women better understood pregnancy. However this was efficient because it allowed individuals in a certain task or field – Obstetrics – to collect extensive knowledge and advance the field unlike the possibility of a family doctor who is highly skilled but has a general knowledge in various fields.In fact this specialized system was successful because, â€Å"Sixty percent of Aztec medicine would be considered effective treatments today according to Western biomedical standards. † Therefore the Aztec midwife shows historians that the Aztec’s specialization proved successful because this made one highly knowledgeable and advanced fields like medicine. Aztec weavers provide a lens into the highly organized and developed market that was made successful because of the specialization of labour.Men’s productive responsibilities were outside the household and consisted of farming, fishing and long-distance trading, where as woman’s produc tive duties were gendered/specialized into cooking, weaving and artisan work. Although women produced various things that were sold in the market, â€Å"Cloth production was a fundamental part of the female gender. † This is evident because all women from commoner to noble spent hours upon hours weaving, spinning, and manipulating cotton.Not only did weavers produce intricate/detailed designs with rich dyes and beads, Archaeologists have reported to have found 240,000 pieces of tribute cloth that were 6. 7 yards each! This evidence shows historians that specializing in one form of production was effective because it perfected and generated vast amounts. Cortes supports this in his letter to Charles V – where he had visited the market – and wrote, â€Å"I could wish that I had finished telling of all the things which are sold here, but they are so numerous and of such different quality. The specialization of women’s labour as weavers can be looked at on a macro scale perspective which shows that market roles were also specialized with carpenters, feather workers, stonecutters, tailors, weavers, cooks, pottery workers etc.Within the market the weaver was subject to administrators who ensured that goods were sold at fair prices that marketing laws were followed and assigned tribute to the ruler. Furthermore weavers like other merchants had to ensure their, â€Å"Goods and crafts were arranged by type. Cortes supports, â€Å"Each kind of merchandise was kept by itself and had its fixed place market out. † The specialization of ones labour into a certain task can restrict merchants to one product however this information reveals that the micro-level specialization of labour proved efficient on a macro-level because markets were highly organized and specialized with sections for each type of product. Specialization and organization in the market allowed for greater profit that many historians have claimed assisted in stabilizing and making the Aztec economy successful in refueling itself.This specialization of labour may have developed from the same idea as the gender complementarity structure, which was that every person had a specific productive role that ultimately benefited the market and ultimately financed government activities through tribute. Ultimately specialized labour like the weaver show historians that on a greater scale this allowed the perfection of skill, making of vast amounts, and the highly developed and organized and successful market.The mother provides insight into the Aztec’s strong socialization system because it embedded gender roles at an early age with strict enforcement that prepared children for education. Mothers like fathers were responsible to teach their children tasks as well as cultural norms and values. From birth children were perceived as raw social materials, â€Å"My precious necklace, my precious quetzal plume† or â€Å"fruitless tree. † This me taphor reveals that the Aztec’s possibly knew that children were raw products that could be constructed into the final product being adulthood.Franciscan Friar Bernardino de Sahagun – who lived amongst the Aztecs – supports that the Aztec’s valued children highly. Mothers initiated Aztec socialization as early as four years old by teaching daughters how to weave, spin, sit, use their hands, grind maize and make tortilla bread whilst fathers taught their sons how to hunt, fish, artisan work, and how to fight. The Codex of Mendoza supports this with numerous images of mothers instructing their young daughters over a spindle loom.Day after day children had the same routine of work so that they perfected their old tasks and eventually learned new skills. This may have left little time to play so that Aztec children from an early age were instilled with the cultural value of hard work. Routines were strictly enforced because disobedience or laziness – s pinning or sweeping poorly – resulted in physical punishments such as sticking maguey thorns into the shoulder or inhaling chili smoke.Amongst physical punishments, mothers like fathers enforced cultural expectations through verbal instructions on a regular basis that included rules on dressing properly, being obedient and diligent when summoned, speaking slowly and deliberately and walking quickly to avoid laziness. One mothers speech shows historians that the Aztec’s were actively aware of what they were doing, â€Å"Pay attention and from here you will take what will be your life, what will be your doing. † This shows that the Aztec’s were developed because it appears that they actively knew they were socializing and preparing children for adulthood.Furthermore this informal socialization was efficient, as it would recycle itself when daughters would become mothers and teach their children in the same fashion that she only learned from her mother or fa mily. Therefore the Aztec mother shows how the Aztec socialization system was strong because it began at an early age and maintained a regimented routine through strict enforcement that future generations repeated as they became parents. The Aztec daughter or student displays how the socialization process was strong because it continued from the family to a regimented formal education that embedded culture.Similar to sons, daughters were expected to be obedient, respectful, honest, study driven and sexually abstinent. Unlike Western societies, rituals and tasks including formal education made one become an adult. The first type of school daughters attended was the cuicacalli â€Å"house of song† where an, â€Å"Emphasis was placed on basic moral and religious training, knowledge of history, ritual dancing, and singing. † This was a powerful cohesive social experience for Aztec children because they essentially learned everything about Aztec culture.The calmecac was the next school stage which trained noble boys and girls for leadership in religious, military, political life. Discipline was strict because students were required to wake up at dawn, undergo rigorous abstinence with penance, prayers and ritual baths. A main piece of evidence that shows historians that Aztec education was an efficient socializing agent is through the Aztec daughter’s extensive memory of cultural phrases, metaphors, stories and symbolic words that she learned and utilized in oral speeches.The art of speaking was taught in schools because daughters like sons were required to recite admonitions later on in life whether as a mother, midwife or representative of the family because it meant one was educated. Oral proficiency shows that Aztec socialization was efficient because daughters hand an extensive on hand knowledge of Aztec culture that was embedded within them. Therefore Aztec daughter/student or oral speaker shows historians how powerful Aztec socialization was because regimented education embedded culture in the minds and of children.Women’s roles allows historians to look at the greater picture and depict three particular strengths of the Aztec society being gender complementarity, a successful specialization of labour as well as a high efficiency in socialization. Aztec society was based on a gender complementarity structure which produced gender equality for child bearers who were honoured as warriors, priestess’s maintained the same value as male priests and the female sexual being because men and women were equally expected to maintain sexual norms.The Aztec’s specialization of labour through roles like the midwife and weaver allow historians to look at the greater picture see that the Aztec’s were highly knowledgeable and skilled in their subsequent labour/field which led to the increased knowledge in the field of medicine and the successful organization of the market. Finally the Aztec’s posse ssed a strong socialization system shown through the mother and daughter who prove that the Aztec’s were able to embed culture at a young young age through daily routine and strict regiment.Women had various roles in Aztec society which allow historians to look at the greater scheme and form ideas of the people or historical period of study. On a micro-level women may not have been completely equal however on a macro-level Aztec society had many strengths and was well advanced because of its gender relations structure, its ability to logically divide tasks and create a sustaining economy as well as ensure the continuation of its culture through social transmission at home and in school.David Carrasco, Scott Sessions, Daily life of the Aztecs, (London, 1998), p. 129-133. [ 2 ]. Ferdinand Aton, Woman in Pre-Columbian America, (New York, 1983), p. 19 [ 3 ]. Ibid, p. 88 [ 4 ]. Berdan, p. 81 [ 5 ]. Anton, p. 18 [ 6 ]. Anton, p. 18 [ 7 ]. Carrasco, p. 145-157 [ 8 ]. Anton, p. 19 [ 9 ]. Carrasco, p. 125 [ 10 ]. Carrasco, p. 125 [ 11 ]. Carrasco, p. 115 [ 12 ]. Brumfield, p. 98 [ 13 ]. Brumfield, p. 98 [ 14 ]. Carrasco, p. 115 [ 15 ]. Brumfield, p. 94 [ 16 ]. Carrasco, p. 107 [ 17 ]. Carrasco, p. 108 [ 18 ]. Carrasco, p. 108 [ 19 ].Muriel Weaver, The Aztecs, Maya and Their Predecessors, (New York, 1981), p. 446 [ 20 ]. Carrasco, p. 134-139 [ 21 ]. Anton, p. 19 [ 22 ]. Joyce, p. 146 [ 23 ]. Brumfield, p. 92 [ 24 ]. Brumfield, p. 21 [ 25 ]. Ortiz de Montellano, Aztec Medicine, Health, and Nutrition, (1990), p. 186 [ 26 ]. Ibid, p. 185 [ 27 ]. Ibid, p. 185 [ 28 ]. Montellano, p. 180-189 [ 29 ]. Brumfield, p. 92 [ 30 ]. Brumfield, p. 90 [ 31 ]. Carrasco, p. 92 [ 32 ]. Carrasco, p. 92 [ 33 ]. Brumfield, p. 94 [ 34 ]. Townsend, p. 175 [ 35 ].Brumfield, p. 105 [ 36 ]. Brumfield, p. 91 [ 37 ]. Brumfield, p. 113 [ 38 ]. Townsend, p. 174 39 ]. Smith, p. 130-133 [ 40 ]. Smith, p. 132 [ 41 ]. Anton, p. 23-36 [ 42 ]. Leon-Portilla, p. 190 [ 43 ]. Frances Karttunen, James Lo ckhart, The Art of Nahuatl speech (Los Angeles, 1987), p. 35-53 [ 44 ]. Carrasco, p. 97 [ 45 ]. Carrasco, p. 102, p. 136 [ 46 ]. Smith, p. 136 [ 47 ]. Carrasco, p. 102 [ 48 ]. Carrasco, p. 103 [ 49 ]. Leon-Portilla, p. 194 [ 50 ]. Carrasco, p. 102-110 [ 51 ]. Carrasco, p. 102-108 [ 52 ]. Smith, p. 134-140 [ 53 ]. Richard Townsend, The Aztecs, (London, 1992), p. 158 [ 54 ]. Carrasco, p. 109 [ 55 ]. Townsend, p. 158 [ 56 ]. Townsend, p. 158 [ 57 ]. Townsend, p. 160

Personal Statement

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Corporate Culture - 1466 Words

Corporate culture is the collective behaviour of people using common corporate vision, goals, shared values, beliefs, habits, working language, systems, and symbols. It is interwoven with processes, technologies, learning and significant events. In addition, different individuals bring to the workplace their own uniqueness, knowledge, and ethnic culture. So corporate culture encompasses moral, social, and behavioral norms of your organization based on the values, beliefs, attitudes, and priorities of its members. Strong culture is said to exist where staff respond to stimulus because of the alignment to organizational values. In Weak Culture there is little alignment with organizational values and control must be exercised through†¦show more content†¦Ã¢â‚¬ ¢ In a Task Culture, teams are formed to solve particular tasks. The way in which things are done are dictated by the task. The flexibility and degree of autonomy are high. †¢ A Person Culture exists where all individuals believe themselves superior to the organization. Survival can become difficult for such organizations, since the concept of an organization suggests that a group of like-minded individuals pursue the organizational goals. Some professional partnerships can operate as person cultures, because each partner brings a peculiar expertise and clientele to the firm. Hofstede showed that there are national and regional cultural groupings affecting the behavior of organizations. Hofstede identified five characteristics of culture in his study of national influences: †¢ Power distance - The degree to which a society expects there to be differences in the levels of power. A high score suggests that there is an expectation that some individuals wield larger amounts of power than others. A low score reflects the view that all people should have equal rights. †¢ Uncertainty avoidance reflects the extent to which a society accepts uncertainty and risk. †¢ individualism vs. collectivism - individualism is contrasted with collectivism, and refers to the extent to which people are expected to stand up for themselves, or alternatively act predominantly as a member of the group or organization. †¢ MasculinityShow MoreRelatedCorporate Culture2059 Words   |  9 PagesUtilising the video case study of ‘Egg Finance (Slave Nation, Channel 4), critically examine the extent to which corporate culture is used as an effective tool for the achievement o f organizational goals. Corporate Culture is widely used in many organisations and has a variety of definitions. 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First would be â€Å"The sum of attitudes, customs, and beliefs that distinguishes one group of people from another. Culture is transmitted, through language, material objects, rituals institutions which can be connected to motivation, and art, from one generation to the next.† Motivated employees that show commitment to their tasks has provenRead MoreDominos Impact On Corporate Culture1632 Words   |  7 Pagesstall and analysts wondered how the company would survive entering the twenty-first century. Since then, Domino’s has aggressively targeted the weaknesses in their corporate culture, firmly establishing their place as an industry leader (Lisovicz, 2010). Changing Domino’s culture Domino’s recognized it had become stuck in a culture that failed to fit in to a technological world, and struggled under the weight of an inflexible top-heavy bureaucracy. 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Organizational culture has been called ‘Corporate soul’ (Singh and Paul 1985). The spirit and the ethos that precolates all aspects of organizational behavior and like societal cultureit cannot be seen directly. It has to be inferred by peeling out the most external, tangible, and hence visible sheaths of an organization to the most central and invisible values, beliefs, and assumptions regardingRead Morecorporate culture of Nestle3591 Words   |  15 PagesEXECUITVE SUMMARY This report is based on the analysis of the concepts of corporate communication .In order to analyze the concepts of corporate communication a company is selected. The selected company in the analysis of corporate communication is Nestle. The report starts with the introduction of the Nestle. In the analysis, the corporate identity, image a reputation of the Nestle is described and the how the organization follows the rep trak model is briefed. Nestle is a company which has a strong