Organizational Culture and Cultural Values Essay

One of the most prominent submissive determine of 3Ms culture, and which has contributed to its success is employee risk-taking and encouragement of the same (Mitsch, 1990). 3Ms policy of creating way of life for employees to experiment and conduct research means that the researchers are more capable to the risk of failure than they would be were risk-taking not encouraged. However, risk-taking also enhances chances of making improvements on existing products and developing sore products. Another instrumental value in 3M is efficiency.Management of new technologies and innovations, assessing, reacting to and anticipating market trends, and assessing customer needs can be very challenging for the focusing. Research and Development can be expensive yet some results are not always positive or available for immediate use. The management of available resources requires efficiency in management. skill is therefore central to 3Ms culture. An important terminal value of 3Ms culture i s high eccentric of output to meet customer expectations. 3M improves the quality of its output by encouraging research and development for long-term and short-run purposes.By encouraging risk-taking, allowing researchers to spend 15 percent of their time researching for new products and technologies, and scaling up R&D budget from 4. 6 percent to 6. 5 percent within a decade, 3M declares its intention to cover that consumers get a continous supply of high quality products (Mitsch, 1990). A reciprocal ohm terminal value is innovation. As noted above, 3M attaches high premium on research and development of new technologies and improvement of existing technologies and products (Mitsch, 1990).Innovation is peerless of the factors which separate market leaders from mediocre organizations and 3M invests heavily to sharpen its innovational edge. Question 2 Human interactions, property rights and ethics do bend 3Ms cultural values. The involvement of marketing, manufacturing, qua lity, laboratory, financial and packaging staff in production of new products promotes healthy relationships between staff members working with the distinct units. This team-work reduces the frequency of inter-departmental rivalry and exchange of blame for mistakes and failures.Healthy interactions among units and sub-units are instrumental to increased productivity and staff motivation. An important property right at 3M is access to and right to use laboratory resources and technologies developed within aces operating unit, as well as technologies developed by other units. A leading cause of failure in some organizations is unhealthy rivalry among units, which lead to some units keeping technologies and resources to themselves and barring others from accessing them.The management of 3M ensures that workers, regardless of which unit they come from, can access laboratory resources and technologies well (Mitsch, 1990). Such property rights encourage inter-unit co-operation and coh esion, reduce R&D costs, and promote productivity in the long-term. They also enrich the organizations cultural values. Reference Mitsch, R. (1990). Case Three Roads to Innovation. Journal of traffic Strategy (Sept/Oct 1990), pp 18-21.