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Culture Of Salesforce

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Organisational culture is a widely studied field of management. Despite it being rather abstract and subjective, there is an extensive collection of literature on how organisational culture can be interpreted and analysed. According to Schein (1990), organisational culture guides the behaviour of people in the organisation through a network of shared assumptions, values and beliefs. This common network has been observed to have some potential influence on the performance of the organisation and their ability to make profits (Denison & Mishra, 1989). There are also alternative frameworks offered that can analyse an organisation’s culture, albeit in a similar qualitative manner. With technological start-ups gaining rapid momentum in these …show more content…

Firstly, the international nature of Salesforce’s operations invite scepticism on the uniformity of their corporate culture across the globe. Next, even if Salesforce did have a consistently positive culture, it is difficult to credit Salesforce’s success to its culture alone. Looking beyond the Salesforce’s marketing, this essay will be using cultural frameworks to give a more accurate view on potential culture clashes and whether culture truly determines the success of a …show more content…

The relationship between the two is not quantifiable and it is difficult to determine whether a healthy culture truly causes high performance in a company (Denison & Mishra, 1989). However, there is a good qualitative analysis on this issue. Deal and Kennedy (1983) explains culture as a driver for the success or failure of the company. This would mean that depending on the positive or negative culture at the company, its growth might be potentially accelerated or stunted respectively. The collapse of Barings gives us some insight on how a negative culture could potentially ruin a company. The “don’t ask, don’t tell” and performance-oriented culture in Barings gave star-employees the impression that the morality of their actions mattered less than the profit they bring in. This created an environment that allowed the unauthorised transactions to go through, eventually causing the collapse (Bernard, n.d.). This shows that the daily practices and cultural network of the company play a vital role in reinforcing the values (Deal & Kennedy, 1983); had the bank put a strong stance on the moral code and ethical practices to boot, such a collapse might have been avoided or

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