The Organizational Culture and Structure of Siemens Energy
The organizational culture and structure of every company help to interpret the beliefs, values, artifacts, and norms of the business. The culture and structure of the Siemens energy company determine the factors that attribute to success. Culture is vital in defining the firm’s unity, loyalty, direction, and identity. Employees in the company originate from different backgrounds, traditions, and families and therefore they tend to have varying ideologies, cultures, and perspective. Unity forms a shared culture that gives the workplace a sense of unity and promotes better communication. When employees are motivated, they become loyal and contribute to accomplishment. Siemens is able to complete healthily and makes sure that it prospers and flourishes in the energy industry. Identity is evident through the values and beliefs which build the brand image. The organizational structure, on the other hand, enables Siemens to undergo unprecedented growth and manifests the purpose of the business. The structure establishes the formalization, hierarchy, centralization, and specialization of Siemens organization.
Siemens Energy Organizational Structure
The hierarchical structure of the Siemens energy starts with the supervisory board, the management board, and the energy sector CEOs. There are also departmental leaders for the “fossil power generation, renewable energy, oil and gas, service rotating equipment, power transmission, and the power distribution” department (DuBrin, 2013). The firm has a supervisory board of management which has 20 members. The specialization of the supervisory is the management and overseeing of the business plans, strategies and implementation of the set objectives. The structure also has a managing board of directors which comprises of 8 individuals and led by Joe Kaeser. The managers specialize in serving the interest of the employees and the customers. The board sets achievable objectives for sustainable growth and impact on the value chain. The CEO of the energy sector takes charge of the management of the department. Siemens has diversification, and it has a complex set up structure where the CEO reports to the management board (Rothermal, 2018). The structure of the organization also helps people to work as a team and communicate as well as coordinate with one another. As a result, the firm is able to achieve its set objectives. The formalization of the structure enables employees to find guidance and clearly understand the responsibility of each worker (DuBrin, 2013). Moreover, formalization improves on the operational efficiency and outlines structures which are a roadmap to the internal promotion process. Besides, the company is a global powerhouse in energy, and the management is centralized in Erlangen, Germany.
Siemens Culture
The organization culture is necessary for ensuring that it holds together and works as a team. The culture at Siemens coined as “Ownership Culture,” and it is characterized by performance and vigor. The culture is defined by behaviors, values, equity, leadership, and orientation. It instills values which stipulate that the employees need to be responsible for impacting on the growth and expansion objective. The managers are expected to be role models to the junior staff. Siemens structure can be explained through the Schein's structural model which entail artifacts, espoused values, and assumptions (Alvesson & Sveningsson, 2015). Artifacts refer to the visual representations in the organization, and they are the logo, taglines and dress code of Siemens firm. The Siemens’ tagline is “Ingenuity in Life.”
The company understands that innovation is a vital factor that builds on the growth as well as impacts on the energy sustainability and digitalization. The official's website forms the culture of the organization, and it has information detailing the services and products it provides. Espoused values are the strategies and the conscious goals of Siemens Company. The business consciously imbibes in the culture of high performance and sets plans that help every employee to attain the desired goal (Alvesson & Sveningsson, 2015). The people orientation and ownership culture are also among the exposed values. Assumptions are not easily recognized, but they are self-evident and unconscious behavioral factors in the organization. In Siemens Company, it cultivates an entrepreneurial culture which helps to ensure that there is the sustainability of energy products. Other assumptions are evident in responsibility and leadership elements which are present in Siemens.
The culture of team work is also important in growth endeavors. The functions of the departments are interrelated. The team culture enables people to communicate values and behavior that affect the performance of the business and increase a sense of respect. The collaboration plays a critical role in passing information. The divisions have various leaders that reports to the CEO and every team is given a task to complete. The leaders of the teams motivate and drive the initiative of the member's to achieve the set goals (Rothermal, 2018). The political culture defines the good leadership guide goal setting, differentiation, diversification, motivation and job satisfaction. The organization initiates strict policies that are geared to eliminative negative outcomes and boost organizational performance. The culture focuses on employee management, motivation, and job satisfaction to enhance performance. The employees engage in many professional developments, and work-life balance is provided in equal opportunities. There is thus the aspect of flexibility. The diversification culture takes care of the diversity issues and people’s cultures.
Impact of Culture and Structure on the Management
The culture and structure of Siemens Energy fundamentally contribute to the efficient management of the company. The strong culture exhibited helps in formulating rules and regulations which guide the employees to achieve the set goals. The strong culture also creates consistency, orderliness, and predictability in the management. The managers are less concerned in developing formal regulations and rules but instead internalize employees and their behavior. The strong culture plays a critical role in the motivation of the employees, impacts on the leadership and manifest the ethics of the business. The structure ensures that there is efficiently supervisory processes and develops the relationship between the workers and the managers. Hence, the structure influences the productivity of the workers and positively impacts on the performance of the management (Rothermal, 2018). The periodic reviews and goals setting is reported in a hierarchical manner, and this is enforced to achieve the desired objective. Structure builds the innovative aspect of the company and it is thus able to adjust according to the demands of the market. In order to realize more growth, it is recommended that Siemens organization should invest in training of the managers and the staff on management issues in order to enhance compliance. The training will also impact every work with the changes that occur in management and reduce resistance to change.
Impact of Culture and Structure Marketing of Siemens Energy
The organizational culture and structure also matter when it comes to marketing. The corporate culture makes a direct impact on the marketing strategic objective. The culture builds the integrity of employees and the customer. Notably, Siemens strives to maintain integrity in the public domain and thus facilitates in realizing huge sales across nations. The business is clear in communication, it is respected and depicts result driven accountability. The values and the actions of the business which create the culture build an environment that seeks to empower the customers. The effective leadership, the goals and the vision of the company, clearly communicate the direction and makes it attractive to the consumers. The desirable culture has produced happy customers especially through the consistency in job and provision of better services to the consumers (Rothermal, 2018). Siemens appraises its employees with regard to customer satisfaction, and this idea encourages works to provide more excellent services. The culture also puts the customers to be the first priority and responds to their concerns. The friendliness of the organization thus impacts on the marketing agenda. Moreover, the employees feel that they are empowered, and they do not have to worry about job security.
The organization structure affects sales in various ways. It has sales representatives who work closely with the customers to promote marketing of the products as they reach a wide geographical area. The sale representatives are also motivated. The strong leadership establishes the goals to be achieved. The hierarchical structure gives the necessary tools that are required to promote marketing. Besides, the customer relationship software has proven to be an essential component of the business when it comes to marketing as it allows for accountability (Guinaldu & Jordán, 2016). The structure enables interaction within the company which helps to integrate the marketing agenda and facilitates growth in sales remote locations. Even though the strategies drive at better marketing, the organization should employ a culture that focuses on advertisement especially in overseas countries to boost sales and therefore impact on marketing.
Impact of Culture and Structure Finance or Accounting of Siemens Energy
The two aspects of the business have a magnitude effect on the financial performance through guiding the right path. The staff is treated well, and this impacts on their productivity performance which later yields better financial performance. The culture of team building help the workers to work with togetherness and therefore avoid possible losses. Siemens registers low employee turnover and focuses on staff retention (Guinaldu & Jordán, 2016). The trust which is developed in the process curtails the likelihood of losses of fraudulent activities that would affect the profit. The staff is nurtured rather than being pressurized, and this illuminates better financial performance. The culture of togetherness builds confidence, and this propels the company on a positive financial trajectory which eliminates failure (Rothermal, 2018). The stricture ignites and inspires the potential workforce including the managers, and this boosts the revenues outcomes and profitability levels. The staff is not resistance to change, and thus new practices and procedures are instilled to remove the barriers that would impact on the financial success. Forensic account analysis is used to gather the necessary portion which is important in detecting the complex areas that are prone to fraudulent activities. The hierarchal structure has a key role in organizational expansion, growth, and creates new departmental changes which help to create a positive financial performance. The recommendation is that Siemens should employ the modern techniques of financial accounting and teach its workers on the importance of responsibility in accounting.
Impact of Culture and Structure Finance in the International Business
Siemens operates on an international scope and has expanded across the borders to create a global marketplace. The culture of diversity in the workforce makes Siemens benefit from diverse knowledge and insightful approaches that help the firm to grow. The culture and structure of the firm affect international business in areas including organizational hierarchy, etiquette, and communication. The culture of effective communication in the organization is essential for the success of the business in the global landscape (Guinaldu & Jordán, 2016). The communication helps to navigate the business in the global market and incorporate the cultural differences with regard to openness, sensitivity, and curiosity. The etiquette of the organization leads to the creation of better relationships between countries. The organizational hierarchical illuminates its structure both in the domestic and diverse countries. The organization defines the roles of the multinational companies in the different nations. The strong culture shapes the behavior and thus impact on the success in the international market (Rothermal, 2018). The managers have a good understating of the culture, and therefore develop meaningful strategies which underpin the artifacts, values and underlying assumptions. The recommendation is that Siemens has to seek a way of registering successful negotiations and employ technical proficiency in the communication technique. This will shield it from the political turbulence experienced in the international markets. Internationally, it has to pay attention to customers and strive to provide better services.
Conclusion
Siemens Energy organizational structure and culture play a crucial role in propelling the growth and success of the company. The two create a positive public reputation, motivate workers and impact on the productivity. As a result, the firm’s performance metric on the international level is desirable, and it helps to yield better financial and performance. Communication, collaboration, and clear communication reinforce the culture. The emphasis is not only placed on the needs of the employees but also on the concerns of the customers. The supervisory and management board have a significant role in overseeing the company. The importance of culture which defines the success in the international scope is reflected in the effective marketing strategies and management.
References
Alvesson, M. " Sveningsson, S., 2015. Changing organizational culture: Cultural change work in progress. Routledge.
DuBrin, A.J., 2013. Fundamentals of organizational behavior: An applied perspective. Elsevier.
Guinalíu, M. " Jordán, P., 2016. Building trust in the leader of virtual work teams. Revista Española de Investigación en Marketing ESIC.
Rothermal Frank T. Siemens Energy: How to Engineer a Green Future? McGraw Hill Education. 2018.
