Organizational Culture at Krispy Kreme Essay

Organizational tillage is specify as a agreement of sh ard out meaning held by members of an formation which effectively sets it apart from opposite groups or establishments (Robbins, 2005). The system referred to in the definition is in realness a group of features which atomic number 18 cherished by the members of an organization, in particular, and the entire organization, in general. These characteristics, which ar found to be paramount in an organization, are actually advocated and promoted by the founders of the organization. By and large, organizational polish has septette general characteristics which generally describe a certain organization.These are asylum and jeopardize winning, attention to detail, outcome orientation, large number orientation, group up orientation, aggressiveness, and stableness (Robbins, 2005). Innovation and risk taking refers to the tendency of management to adopt a constitution which permits or encourages its induceforce to adjudicate out and introduce impertinently methods and approaches as yet if some amount or risk-taking is involved. fast-growing(a) companies are aptly described by this characteristic. Attention to detail, on the different hand, substance that management insists that employees exhibit absolute trueness in e very facet of operation.This is commonplace among companies engaged in the production of precision instruments and devices. Outcome orientation is an organizational characteristic which simply means that the owners of the business are willing to sacrifice adherence to plus rules, regulations, and procedures if by doing so optimal results are achieved. Concern for the base hit and well-organism of its workers are the primary objectives of an organization which is characterized as being people orient. For this type of an organization, outcome or even profit take petty(a) position to the welfare of workers.This means that no matter how lucrative a finality could be fo r the political party, it could get sidelined if evidence suggests that the safety of the employees would be compromised. Meanwhile, team orientation should be interpreted as the inclination of an organization to organize work activities around work teams rather than individual workers. In other words, the organization believes that teams perform better than individuals. aggression refers to the management policy of non only if tolerating an aggressive attitude among its workers but in addition encouraging competition.This characteristic also implies that the organization has the tendency to resort to elaboration without hold for stability to be firmly established. Finally, stability is the opposite characteristic of aggressiveness. The confederacy prefers the stable, profitable status quo over hasty expansion plans. An organization characterized by stability is not in a hurry to tense up for growth and expansion and is usually well-to-do with the present so long as its des ired profit is realized. In the movement of Krispy Kreme, its debate of objective cl early confound known its aggressiveness, i. . As we enter the twenty- counterbalance Century, Krispy Kreme is not s diminisheding down (Krispy Kreme Doughnuts, Inc. , n. d. ). This statement depicts a caller-out in a hurry a characteristic which is very admirable as far as an aggressive individual is concerned. Data lendable in the ac fraternity website support this declaration. afterwards the initial public offering of its nisus in the year 2000, the first internationalist outlet near Toronto in Canada was inaugurated in December 2001. The Canadian expansion started the companys thrust towards international growth.Today, precisely eight years later, Krispy Kreme products are already available in Mexico, Puerto Rico, the United Kingdom, Kuwait, Dubai, Hongkong, Korea, Japan, the Philippines, Indonesia, and Australia (Krispy Kreme Doughnuts, Inc. , n. d. ). The other appealing characteris tics of the company are innovation and risk taking, and team orientation. The company took its first calculated risk as early as 1950 when it decided to be forward-looking and sought to improve its doughnut-making process by designing its own doughnut-making equipment.Their objective was achieved through and through the efforts of a team of equipment engineers that it organized, thereby lay emphasis on the importance of team orientation. The collaboration of the engineers allowed Krispy Kreme to become the first company to serve hottish doughnuts to their customers. Their plan team is also continuously improving their hot doughnut technology to preserve the companys leadership status in the hot doughnut business (Krispy Kreme Doughnuts, Inc. , n. d. )The culture at Krispy Kreme could also be characterized as people oriented because the organization is customer-responsive. The manpower is composed of employees who are recruited because of their innate affection and service-orie nted tendency. Moreover, employees are not bound by hard and fast rules in their transaction with customers. There exists a rather low level of formalization in the company and in its stores that allows employees to make the necessary adjustments that would change them to deal satisfactorily with different kinds of people who come from all walks of life.Management refers to this policy as empowerment because it allows Krispy Kreme employees to do what they look is necessary in order to make their customers happy and satisfied. Being people oriented (particularly customer-responsive), Krispy Kreme has made it clear that employees should be painstaking in their efforts to please their customers and ensure that they appreciation coming back (Krispy Kreme Doughnuts, n. d. ). By cultivating and sustaining a strong culture, the management has effectively sensible its employees exactly what the company expects of them.Foremost among these is for the engineering team to keep on discover ing new technologies that would improve their doughnut-making capability and preserve company leadership in the industry. Then its regular army of chefs should assume adequate vigilance in the preparation of their products so that customers are ever satisfied with Krispy Kreme doughnuts and coffee, among others. Finally, store front-liners are expect to go out of their way to assemble customer needs to be really friendly, helpful, and accommodating, thereby generating customer loyalty (Krispy Kreme Doughnuts, Inc. n. d. ). As Robbins (2005) has specifically prescribed, a strong culture should have a graduate(prenominal) percentage point of sharedness and intensity which creates an internal climate of high behavioral control. At Krispy Kreme, only applicants who are perceived to fit the bill are hired. Then the culture of the company is cut into them from day one, thereby effectively shaping the organizational behavior of every worker.