Introduction
Any organization's founding members create the cultural norms that make up the institution. It is possible for a company's reputation to grow thanks to its corporate ideals. Employees that uphold better levels of productivity and performance, a propensity to trust management, and a reduced turnover rate can be found in organizations with well defined proclaimed values, artifacts, and enacted values (Colquitt, LePine, & Wesson, 2010). The artifacts, practiced values, and professed values I learned about throughout my time at Cisco.com are discussed below.
Artifacts
The emblem that appears in the company's logo and bears the word Cisco is one of the many artifacts it contains the name Cisco, and while working in the organization, I discovered that this name was derived from “San Francisco” which is where the company is located. The logo represents an abstract Golden Gate bridge located in San Francisco which is the most famous tourist attraction of the city. The purpose of the logo in this case is to reveal the location of the company and describe what the organization does.
Corporate Values
The culture of the Cisco is defined by values, such as passion integrity, accountability, collaboration, and leadership. The mission of the company is to refresh the people’s mind, body, and spirit. The company has a team that has talent and many new ideas. Moral and corporate values that are important to the company are called espoused values. Espoused values contribute to the growth of the normal standards of the firm in how it carries out the business at the present moment and in the future (Chan, 2000). The culture of Cisco places importance on collaboration through motivation and teamwork and safety of the customers, compensating the employees according this principle. Collaboration and communication are at the heart of the working surroundings of the company. The business opportunities are enhanced through the promotion of flexible and cross-functional teams that work jointly and collectively. On the other hand, enacted values represent norms and values that are converted or exhibited by the behavior of the employees. Indubitably, Cisco advocates and supports safety, customer loyalty, satisfaction and collaboration through teamwork. Aforementioned is displayed through the organization’s layout and employees’ behavior.
Governance Ethics
With the governance ethics, the company is guided by the code of business conduct which requires honesty and integrity in the firm. The managers are supposed to understand everything that is in the code and make sure every act being practiced in the company is ethical and of proper conduct. Enacted values are similar to the espoused values, but the first ones are the norms that explain the behavior of a person. Many companies tend to ignore the enacted values, but in Cisco Company, the values are highly observed. The primary focus of the firm remains on collaboration and teamwork to achieve profitability and market share.
Internal Concentration
Cisco company internal concentration offers more structured and formalized network condition, values control and stability over suppleness. Such an orientation results in the implementation of various control mechanisms, far-reaching measurement, and development of reliable and accurate internal procedures. Efficiency and effectiveness in a firm with hierarchical culture are measured with reliability, competence, capability, and timeliness in the production of goods and services. CEO Chambers realized that the hierarchical structure of the company precluded and barred the organization from quickly moving into a new business, that is why Cisco once had hierarchical culture but does not have it any longer (Kinicki & Fugate, 2013). The company executives are grouped into cross-functional teams. The main thrust of the firm is not in control, and its ending is smooth functioning. Besides, the company uses annual management review for worker,s thus allowing them to evaluate or cross-examine their performance and growth from the preceding years and prepare their requirements for the succeeding years with management (Chan, 2000).
Conclusion
In conclusion, both the espoused and enacted values should be observed to achieve the goals of the company, with the attention paid to the enacted values, since the companies often offer the abstract and theoretical espoused values to their employees forgetting to control and mend the actual way the workers behave. People should understand the culture of the company they are working in to know what to improve. To ensure that the company upholds its business goals and objectives, the organization should continually review its hiring strategy. In the year 2010, the company carried out a test on talent connection which is an internal instrument that gave a chance to employees, managers, and recruitment teams to work together in matching skills sets against their inherent job openings. With the new procedure, feedback from both the managers and candidates showed a high level of satisfaction. During the program, approximately 81% of the vacancies were filled by the internal candidates. Cisco Corporation offers performance-based and competitive benefits and pays that reward collaboration, profitability, and innovation.
References
Chan, A. (2000). Critically constituting organization. Amsterdam: John Benjamins Pub. Co.
Colquitt, J., LePine, J. A., & Wesson, M. J. (2010). Organizational behavior: Essentials for improving performance and commitment. Boston, MA: McGraw-Hill Irwin.
Kinicki, A., & Fugate, M. (2013). Organizational behavior: Key concepts, skills & best practices. New York, NY: McGraw-Hill Irwin.
