Organizational Culture and Cultural Values Essay

One of the most prominent instrumental values of 3Ms culture, and which has contributed to its victor is employee risk-taking and superchargement of the same (Mitsch, 1990). 3Ms policy of creating room for employees to experiment and pay research means that the researchers are more exposed to the risk of bankruptcy than they would be were risk-taking not encouraged. However, risk-taking overly enhances chances of making improvements on existing products and exploitation bleak products. Another instrumental value in 3M is efficiency.Management of sensitive technologies and innovations, assessing, reacting to and anticipating market trends, and assessing customer needs can be very intriguing for the management. Research and Development can be costly yet roughly results are not always positive or available for adjacent occasion. The management of available resources requires efficiency in management. Efficiency is therefore fundamental to 3Ms culture. An important terminal v alue of 3Ms culture is steep quality of output to meet customer expectations. 3M improves the quality of its output by supporting research and development for long-term and short-term purposes.By encouraging risk-taking, allowing researchers to spend 15 portion 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 ensure that consumers get a continous interpret of high quality products (Mitsch, 1990). A second 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 one of the factors which separate market terzettoers from mediocre organizations and 3M invests heavily to sharpen its innovative edge. Question 2 homophile interactions, property rights and ethics do influence 3Ms cultural values. The occasion of marketing, man ufacturing, quality, laboratory, financial and packaging lag in production of new products promotes sizeable relationships between staff members working with the different units. This team-work reduces the frequency of inter-departmental rivalry and stand in 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 ones operating unit, as well as technologies developed by other units. A tether cause of failure in many 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 tote up from, can access laboratory resources and technologies easily (Mitsch, 1990). Such property rights encourage inter-unit co-operation and cohesion, reduce R&D costs, and promote productivity in the long-term. They also enrich the organizations cultural values. Reference Mitsch, R. (1990). Case collar Roads to Innovation. Journal of Business Strategy (Sept/Oct 1990), pp 18-21.