Daimler is a German car manufacturing company which can be considered a proper formal organization as it has all the characteristics of formal organization. The culture of an organization refers to the pattern of beliefs, thoughts, values, practices and the overall collective programming of the human minds within the organization. Daimler has a strict and focused culture within its organization which focuses more on ensuring safety and efficiency of the cars; it can be considered as a conservative organization with rigid strategies and clear chain of command (Weber and Tarba, 2012). There is a hierarchical structure prevalent in the organization and all the decisions are completely centralized. The degree of stability is higher as the emphasis of the organizational strategies is on maintaining the status quo of the firm. The employees are not encouraged to take risk and innovate; there is high attention given on details by the management; team orientation is low; stability is high; people orientation is low; aggressiveness is high (Walter and Hollank, 2009). There is no room for flexibility in the organization and very minimum adaptability. This means that the culture of the organization would not adapt to any change and there shall be high resistance by the people whether the management or the employees. The style of practice is more like the militarists. The existing culture of the company would hinder change and this is the biggest drawback of this culture. The company has a rigid structure and an inflexible culture which shall oppose adapting any change. The style of management is authoritative and the employees are not free to find their own ways or show their creativity (Linnenluecke and Griffiths, 2010); as the personnel of the company have been working in the same environment and have always learned to follow orders, they would not even be willing to change if the need arises.
References
Linnenluecke, M. and Griffiths, A. (2010). Corporate sustainability and organizational culture. Journal of World Business, 45 (4), pp. 357--366.
Walter, S. and Hollank, D. (2009). Cultural Clash and Cultural Due Diligence at DaimlerChrysler. Mu¨nchen: GRIN Verlag GmbH.
Weber, Y. and Tarba, S. (2012). Mergers and acquisitions process: The use of corporate culture analysis. Cross Cultural Management: An International Journal, 19 (3), pp. 288--303.
