BUSS4: Vogue and Daimler

This is research to support bullet point one: Factors influencing the culture of an organisation and cultural differences within an organisation.

This is for the 2013 research task on Organisational Culture

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BP1 Factors influencing the culture of an organisation and cultural differences within
an organisation
Research Activity
There are numerous factors that influence the culture of an organisation. In this research
assessment we focus on factors that both influence the organisational culture and are a
reason for cultural differences in the organisation. The research on Vogue is based around
the power of Anna Wintour. Leadership is seen by many as the major influence on the
culture of an organisation. The research regarding Anna Wintour's leadership at Vogue can
be compared and contrasted with that of Steve Jobs at Apple and Fred Goodwin at RBS (See
RA2). It is also worthwhile looking at the nature of the industry as a key influence on
organisation culture at Vogue, Apple, RBS and Barclays (RA3-5).
With the merger of Daimler and Chrysler we look at the national culture of each
organisation and how this is a major factor influencing the organisational culture.
It is likely that different cultures will exist in an organisation at any one time. The following
looks at two cultures from Charles Handy's Gods of Management.
A. Vogue Magazine: Cultural differences within an organisation
Anna Wintour, Power Culture and Task Culture at Vogue
Anna Wintour was born in London in 1949. Her father, Charles Wintour, was editor of the
London Evening Standard and he suggested in her childhood that Anna would one day edit
Vogue. Anna learnt her trade in the industry as editor of magazines such as British Vogue
and Home and Garden. When she took over as editor of Vogue there was major
competition from newcomer Elle magazine, which was starting to establish itself as a serious
rival. Wintour transformed Vogue's fortunes and became a powerhouse behind the fashion
industry. She introduced celebrities, rather than supermodels, as front covers. At the same
time she helped introduce new designers such as Alexander McQueen (Givenchy), John
Galliano (Christian Dior), Marc Jacob (Louis Vuitton) and Tom Ford (Gucci/Yves Saint Laurent).
Anna turned Vogue around and created a web of top designers, celebrities and politicians to
support her ­ all the way up to American First Ladies Hillary Clinton and Michelle Obama. This
network has underpinned her position in the organisation. If she was to be replaced at
Vogue, her supporters would follow her.
www.time2resources.co.uk

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BP1 Factors influencing the culture of an organisation and cultural differences within
an organisation
The following programmes tell the story of Anna Wintour at Vogue. They clearly cover
elements of leadership as well as her Power Culture. Within the same organisation we
can see a Task Culture, as Vogue's fashion team work on projects such as the
September Issue or the Fashion Night Out show.
1. Watch the following programmes, read the articles and answer the questions that
follow.…read more

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BP1 Factors influencing the culture of an organisation and cultural differences within
an organisation
B. America and Germany: Hofstede's Individualistic and Collectivist Culture
(Cultural Dimensions)
Daimler-Benz/Chrysler ­ Factors influencing the culture of an organisation
Hofstede's theory looks at whether group members regard themselves as individuals or as
part of the group (collective). Individualist cultures value a high degree of autonomy.
These employees are highly skilled and set a great value on achievement as an individual.
Collectivist cultures value belonging to a group.…read more

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BP1 Factors influencing the culture of an organisation and cultural differences within
an organisation
Chrysler, profitable in the late 90s, started making losses. Market share was lost to Toyota
and Daimler poured money into the venture. The Daimler share price peaked five months
after the takeover and never recovered. Before the merger Daimler-Benz was worth $47bn
on its own. By 2003 the merged company was valued at $38bn; Chrysler was sold off in
2007.
Read the following article about the Chrysler/Daimler merger.
http://www.apexinstitute.ac.in/index.php?option=com_content&view=article&id=35
&Itemid=29
a.…read more

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