Developing a corporate culture

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1 Problem definition

This paper will take a practical look at organisational cultures, especially the development of such cultures. Of course, it is first necessary to clarify what is meant by this rather broad term and where the background for the emergence of this phenomenon can be found. Without this, it is not possible to fathom the causes for its targeted maintenance or even formation, nor is it possible to search for the prerequisites for its successful implementation. However, this analysis will not focus purely on data collection and collation. Basic business management principles are assumed to be known, as is a fundamental overview of common procedures and processes in companies. Although selected theories and models are illustrated, the main focus is on projecting the influence of the methods explained here and the similarities between the models onto practice.

The example of the author's employer, an IT company based in Munich for over ten years, is used to show how the schemes mentioned can be of practical relevance. Since this example is a classic small or medium-sized company that is currently undergoing a reorganisation by the author himself, it has proven to be an ideal object of study. In addition to the topics already mentioned in this work, the phases that appear necessary for the implementation of a developed organisational culture will be discussed in more detail. This is not directly related to the actual development of an organisational culture. Nevertheless, the author considers it a central point to address the implementation. If this were ignored, this work would lack any practical relevance right from the start. The professed aim should be to use scientific methods and draw on scientific findings to produce a practical gain in knowledge that can also be transferred to other companies.

2 Theory and practice

2.1 Introduction

2.1.1 Concept of organisational culture

"This is how we do things around here."[1] (Bright, Parkin 1997: 13).

Bright and Parkin put it in a nutshell. In a few words, they describe what most recognised theories on organisational cultures have in common. Culture as such has always been understood as something shaped by humans. Culture thus separates itself from nature, the given and the inherently unchangeable. The statement - loosely translated into German - "This is how we do things here" is not limited to one area of an organisation or a company. Rather, organisational culture represents a container for a whole range of phenomena. In addition to specific beliefs in the company, values and symbols[2], this also includes all other things that have developed in an organisation over time, such as the management style of superiors, the appearance of the company or the employees' understanding of the company. The term itself is used in two variants. Descriptively, it can be found, for example, in the theoretical principle according to Edgar Schein described below. In contrast to this, the normative application, such as that found in company work instructions, has a prescriptive character. However, it should be noted that an organisational culture already exists in principle, only the desired characteristics and form - the "target" - are defined. Whatever form it takes, the organisational culture always reflects the "customary and traditional way of thinking and acting in the company, as shared to a greater or lesser extent by all members"[3]. Even in English, the term "corporate culture" or "organisational culture" only entered the American management literature at the end of the 1970s, even though it was mentioned by Jacques[4] as early as 1951. In German-speaking countries, it was not even used until the 1980s. Marshall and McLean formulate "Organisational culture is the collection of traditions, values, policies, beliefs and attitudes that constitute a pervasive context for everything we do and think in an organisation."[5] In a somewhat more detailed way, this is exactly what Bright and Parkin address in the slogan mentioned at the beginning. In fact, the term corporate culture may seem more common in everyday vocabulary, which is why both terms will be used synonymously in this paper. Schreyögg has defined some core characteristics[6], mostly in line with these preliminary considerations or going further, which will be briefly outlined here in the context of etymology. According to Schreyögg, the decisive factor is the joint development of the organisational culture involving various hierarchical levels. The guidelines from the organisational culture should guide action. This requires concrete goals to be pursued, priorities to be set and desired behaviours to be clearly defined. These basic assumptions must reflect a coherent picture of the company's process and task world and be lived within the framework of a common orientation. For example, newly hired employees should be shown a working environment in which they are able to adopt behaviours and ways of thinking from day one that are a blatant part of the organisational culture, but ideally do not need to be formulated in writing. The simplest example would be the greeting at the company reception. If the applicant feels well looked after and cared for during the initial interview, it is much more likely that this behaviour will be adapted at the same time than if a written instruction is presented after the three-month probationary period. This simple demonstration alone indicates that the corporate culture could have a far-reaching influence on the company's success. The following section will therefore look at the effects on selected economic areas before taking a closer look at a recognised theoretical approach and discussing measures for the concrete development of an organisational culture.

2.1.2 Interactions with economic sectors

Without having dealt with the scientific basis of the term in detail, it is already clear from the preliminary considerations that the organisational culture is obviously present in some form - whether shaped or not. We will deal with the conscious shaping of organisational culture below, as this is somewhat more complex. However, it is clear that the organisational culture must have a certain external impact. For every business partner, experiencing the corporate culture begins with the first conversation, the first greeting at the front door, the first telephone call. An understanding of this allows not only members of the organisation but also outsiders to judge the "faith" of the company and assess the behaviour of its business partners. This may not be critical in the case of partners and suppliers, but it is essential knowledge when dealing with customers, as they are the drivers of the organisation's results and therefore the primary factor in the company's success. As early as the end of the 1970s, Inglhart described a change in value orientation in terms of the "strengthening of interpersonal values"[7]. There were certainly other global economic reasons for this at the time. National and international competition had become fierce, the USA in particular could not hold a candle to the Japanese in many respects and companies were forced to look for more than just the familiar factors of corporate success. But the question arises: was competition then so different from what it is today? Shouldn't we also be looking for the limits of commonly recognised management concepts today? Organisational culture shapes all areas of management and all business participants. Be it when it comes to decision-making, communication with customers or just with each other. It is no wonder that "numerous miraculous powers are attributed to it for entrepreneurial illnesses"[8]. It should be noted that interactions can be observed in the area of the original functions of coordination, integration and motivation, as well as within the resulting derivative functions. Efficiency and effectiveness-enhancing effects arise automatically if, for example, a higher level of employee commitment prevails. Particularly in difficult times, a shared corporate culture can help to better overcome imperfections in structural coordination[9]. This is particularly relevant in small and medium-sized companies, which will be considered in more detail here. Of course, this is also true for large companies, such as the US-Japan situation mentioned at the beginning or the recent perception of an acute economic crisis in Europe. It would hardly be possible to deal with the interactions with all economic areas in a separate work, but this should suffice to provide an insight into the situation and the importance of the construct.

2.2 Theoretical principle according to Edgar Schein

"...the correct way to perceive, think, and feel..."[10] (Schein 2004: 17). This is what the American scientist Edgar H. Schein wrote in 2004, although his model concept itself dates back to the early 1990s. {Schein 1993, p. 13ff}. In his model, Schein separates three levels with the help of which he attempts to classify the content of organisational culture and make it comprehensible. Schein sees the corporate culture itself as a kind of guide for employees, including, of course, new employees. At this point, he also points out the difficulty of communication, as some levels are not directly tangible and the organisational culture can always develop unconsciously. As a consequence, Schein also repeatedly emphasises the importance of management.

2.2.1 Basic assumptions

Level 1: The basic assumptions. In theory, Schein sees these as invisible and usually unconsciously present. Nevertheless, they are taken for granted as they always affect employees subconsciously. Schein subsumes five assumptions under the basic assumptions:

1. Assumptions about the environment (threat or challenge?)
2. Ideas about truth and time (What is truth? Is there only "right" or "wrong", "0" and "1"?)
3. Assumption about the nature of man (faith, nature, feelings)
4. Assumption about the nature of human behaviour
5. Assumption about the nature of interpersonal relationships

Looking at the above list, it quickly becomes clear that there is considerable potential for danger here. Unconscious or unspoken assumptions are not scrutinised or checked. How does a company define its beliefs, its relationship to nature, or even to feelings, and how should it communicate these assumptions? Even an assumption about human nature is not trivial; individual employees are quickly "labelled" as stupid or lazy, which nevertheless excludes further perspectives for them and nips them in the bud. The conclusion of economic practice usually lies in rules and prohibitions or at least guidelines for communication behaviour with employees, customers and suppliers and the attempt to understand the basic assumptions as a whole. These must result in a kind of world view that represents a coherent system for employees, in which all the organisation's self-evident values can be found. It is only from this that concrete values or standards are formed that become visible in the company. Although the company mentioned below is undoubtedly well-structured, the obviously successful thinking of Steve Jobs, Apple - whose company sold 8.4 million smartphones in the first quarter of 2010[11] and recorded a profit of 5.7 billion dollars in the last published financial year 2008/2009[12] - is very inspiring and is reflected in his statement "Well, we just hire really good people and create an environment where everyone can make mistakes and learn from them. [...] I still make mistakes, a lot of them actually"[13].

2.2.2 Values, norms and standards

Level 2: Values, norms and standards. In contrast to the basic assumptions, Schein understands this to be the partly visible and yet partly unconscious level of awareness that can be verified intersubjectively. The basic assumptions are subsumed under values that are more or less shared by all employees and a company's own code of conduct. By defining service standards, implementing specific prohibitions, guidelines and instructions, but also through the corresponding effect of language, clothing and manners of the employees, certain subcultures are formed that are orientated towards the common basic values of the company and together form a unit[14]. Management must set and demand these values and involve employees in the decision-making process where possible and appropriate. A single person cannot create a corporate culture with its own momentum; instead, the value system must be understood as a living organism[15]. However, it should be noted that influencing the corporate culture can only be targeted to a limited extent[16]. The definition of corporate culture in the context of Schein's second level of awareness ultimately also gives rise to a company's corporate identity (CI), which is described later in the example.

2.2.3 Symbol system

Level 3: The symbol system. This last level now pragmatically shows what is actually visible, what can be observed. These, too, are often indecipherable. The decisive factor is therefore not to create as many symbols as possible, but to use and understand them. Numerous examples will be given later as part of a practical realisation. To give you a basic idea, here are just a few examples: rituals (manners), language (company jargon), stories and legends from the company, but also the way visitors are received, the clothing of employees and ultimately the entire CI are summarised under the category of visible elements of the third level[17]. As the symbol system, which is probably the level that can be influenced the most in practice, is of course also dealt with again in the context of the development of an organisational culture in the example discussed below, the reference to section 2.3.2.3 should suffice and we will not go into more detail here.

2.3 Developing an organisational culture

In the previous chapters, the concept of organisational culture and its origins were explained in detail. The treatment of a selected theoretical principle lays the foundation for developing an organisational culture using an example from business practice or at least providing the scientific approach for making it possible to shape it. As already described, the organisational culture is already present; the aim is now to show a way for the company used as an example to implement the maximum benefit from the knowledge acquired in practice. The chapter is divided into three parts. The first part deals with the current situation, i.e. the question of how the ever-present organisational culture is currently developed. This is the basis for the second part of the study, which is certainly the largest, the actual development of an organisational culture that meets the requirements. Finally, the third part will briefly outline the phases of implementation that will be necessary in practice in order to put what has been worked out into practice, as mentioned in the problem definition at the beginning. As this is no longer a direct part of the topic to be dealt with here, this section will be kept very short and will only be outlined for the sake of completeness.

2.3.1 Organisational diagnostics

Corporate culture cannot be observed directly in a company as it is not readily tangible. Culture can only be derived indirectly as a commonly lived and represented conviction[18]. There are a number of diagnostic methods for this, some of which are particularly practical and will be examined in more detail below.

2.3.1.1 Employee survey

The employee survey is a relatively simple means of obtaining a picture of the organisational culture in practice, but one that is particularly easy to implement in small and medium-sized companies. Face-to-face surveys are particularly common in the small company in question. The advantages are obvious. It is a direct way to get in touch with employees and guarantees a response rate of almost 100%. It also offers pleasant positive side effects such as the inclusion of employees in decision-making processes and therefore has a direct influence on the satisfaction and motivation of the workforce. However, the most important prerequisite for a personal employee survey is a sense of security among employees, a culture of communication in which criticism can also be voiced to a line manager and the endeavours of management to work together to find viable solutions. In principle, two types of survey are possible. The first is the individual survey, which is conducted more or less anonymously with colleagues and can therefore be useful for scrutinising the viewpoint of a specific employee. As part of the individual survey, individual work processes can be discussed and possibilities for process optimisation developed. This gives the respondent the opportunity to simplify the work flows relevant to their activities, e.g. as part of business process reengineering, and to avoid duplication of work or unnecessary work steps in future. This not only offers employees the opportunity to participate in what is happening, it also gives the interviewer a clear picture of the actual culture experienced in the company across all surveys. Group surveys can also be used to discuss fundamental structural changes, improve co-operation between departments and discuss the strengths and weaknesses of jointly developed solutions. Group surveys can be particularly beneficial with regard to the levels of existing organisational culture with an external impact. A good example of this would be to scrutinise the external impact of the premises, the reception area or the room layout. The evaluation of working conditions in the group can also not only lead to a balanced result, but also to a meaningful result due to a natural reduction in the inhibition threshold - the employee is not "alone".

2.3.1.2 Data analysis

Data analysis is a scientific procedure for which numerous use cases exist. In addition to the evaluation of any regulations (service instructions, defined work processes, employment contracts), the creation of organisational charts that deal with the topics of company correspondence or the organisational structure is also relevant for the development of an organisational culture. The following two illustrations use an example to show how an organisational chart originally created in 2006 was completely revised as part of the data analysis. In addition to the employee fluctuations to be mentioned, a direct comparison shows that the responsibilities were completely redefined. The reason for this was the result of both an individual and a group survey. Several employees had stated that it had become a "chaotic system" and that no one really had any responsibility any more. The result was a management that was more or less incapable of acting. Everyone could "talk their way out" at will by referring to someone else in charge. Note: The purchasing function from the organisation chart from 2006 has not currently been declared or assigned as a new position, as the time required for this is very limited and the responsibility is currently only defined according to a few work instructions.

2.3.1.3 Benchmarking

Due to the size of the company, it tends to limit itself to regularly comparing itself with the competition. Although this provides a falsified result due to subjective perception, it is considered sufficient in the company in question. In the small companies mentioned here, extensive SWOT analyses by external consultants are usually not required for cost reasons alone. As this is not a central topic of this study, this method will not be analysed in more detail.

2.3.2 Culture shaping

Once a picture of the current situation has been obtained, in the example company under consideration, primarily on the basis of employee surveys and subjective perceptions, problems can now be identified and objectives discussed. The primary goal of developing an organisational culture is to maximise profits, at least from an economic perspective. This cannot be stated directly as a goal in the context of organisational culture, as the methods and models addressed here cannot be expressed in figures. Instead, the following three sections will show how the described model of Schein's theoretical principle can be applied to reality as an example. Bertelsmann writes: "A sustainable society needs competitive companies in order to ensure growth and employment and thus prosperity. We are convinced that entrepreneurial success is based on a value-based corporate culture that promotes partnership, dialogue, transparency and performance"[19]. The aim is therefore to draw up an exemplary catalogue of measures that promotes entrepreneurial success in the best possible way. Without going into the specific definition of the objectives mentioned below, the following will now be analysed on the basis of Schein's criteria for all three cultural levels, including

• Creating a corporate policy model
• Cooperative leadership and partnership-based collaboration are introduced
• comprehensive information and open communication are made possible
• Further training and continuous qualification are promoted
• a high degree of problem awareness and willingness to change can be achieved

in order to ultimately survive on the market in the long term and be able to cope with the increased need for flexibility and innovation. The specific solutions can be found in the following three chapters, organised according to Schein's three cultural levels.

2.3.2.1 Basic assumptions

In theory, Schein sees this level as invisible and mostly unconsciously present. Creating a practical catalogue of measures for this level therefore appears to be more of a philosophical nature. The aim of developing a future-oriented organisational culture is to increase productivity by developing and shaping the organisation in line with the needs of the employees. In terms of the assumptions mentioned by Schein, this means that company management must at least set an example of a global framework within the scope of its communication options, which reflects the internalisation and acceptance of the assumptions that are lived out. The new organisational chart of the company in question, shown in 2.3.1.2, is a first step in this direction. The clear allocation of areas of responsibility allows the area managers to develop a subculture concept for their area and to shape it themselves as far as possible. In this way, the task of realising the cultural vision defined at the other levels is already divided from one person - who alone cannot shape the culture - to several responsible heads. In the specific example, the introduction of a clear product portfolio, rather a real product idea, has also led to a statement by the company on the organisational culture and the assumptions shaped by appearances. However, this requires a little further elaboration. The company has focussed on turning its back on the traditional trade in IT components and additional services for sale and has instead created a new type of full service concept. Similar in principle to the familiar leasing or rental models, customers only receive the technical equipment on loan, with all conceivable services included in the booked product. In contrast to competitors' offers, this also includes advice and support for the end user. Conversely, since this type of product is the only one advertised by the company, this means that the company has, for example, created and clearly propagates its own definition of the acceptance of truth and time. The right definition is based on what the customer expects. The popular saying "the customer is king" takes on a whole new meaning. The customer no longer orders goods and subsequently pays for the labour hours of installation and maintenance - which, in most cases, he would not be able to judge right or wrong or better necessary or unnecessary anyway - but orders a service, a performance feature to which the delivery of equipment may also be linked. Of course, the development of an organisational culture was not the sole driving force behind the development of the product model. The main selling point to the customer in the sales dialogue is still the fact that the customer is given the feeling from the very first conversation that he can rely on something. They can assess the company and its values relatively clearly from the very first moment - even before they learn anything about the norms and standards that are practised or are even confronted with any symbols during a tour of the company. With the decision of the managing director to use this product and thus this form of corporate culture despite high financing requirements {The contracts usually have a term of 60 months. However, the technical equipment required for this must be fully pre-financed by the company upon delivery. For this reason, recent developments no longer categorically rule out the assistance of an external capital provider. The argument of 1001TP3 self-financing is also still practised today as part of the organisational culture and should be retained as long as it remains economically justifiable. In practice, self-financing gives customers a much calmer feeling, as the equipment provided belongs to the lessor, who also takes care of maintenance, and no external financial service provider can make use of any right of retention of title against the supplier in case of doubt}. The goals set appear to be sufficiently manageable as a result.

2.3.2.2 Values, norms and standards

In the area of values, norms and standards, there are already somewhat more tangible possibilities for developing a corporate policy mission statement. Values must be created that provide orientation for action as normative elements of the corporate concept. The discrepancy between standard and reality must therefore not be too great. The following sections take a closer look at the following examples of corporate practice:

• Continuous qualification
• Training company
• Further education and training
• Monetary and non-monetary incentives
• Environmental reference
• Work instructions
• Working atmosphere

2.3.2.2.1 Permanent qualification

The positive effects of a company's mission statement can be expected above all from the exemplary treatment of staff. Since every employee as a human being naturally always strives to broaden their own horizons, continuous qualification appears to be a suitable means. In the company in question, employees have already been given the opportunity to take part in training courses as part of the development of a future-oriented organisational culture. This is not a matter of course in a small company. Particularly in the technical field, such training measures are usually scheduled for one to two full working days, plus the necessary accompanying measures and follow-up times. In addition to the cost factor of working time, it must also be assumed that the training courses are subject to fees. Motivation-enhancing final certification programmes are also usually associated with a financial burden for the employer. Nevertheless, these three offer advantages:

1. Certification of the employee is a personal sense of achievement for the employee (increased motivation).
2. The company may be ranked higher in manufacturer programmes (improved purchasing conditions).
3. The external effect of displaying partner logos on websites, for example, can promote additional business.

2.3.2.2 Training company

"If you offer young talent too few opportunities for advancement, you accept their emigration. They then have to be recruited later from outside for a lot of money - if they are available on the labour market at all,"[20] writes Bertelsmann, thus subliminally citing several arguments for acting as a training company. Despite the small number of employees, the company in this example decided to take on two trainees in order to cover two of the central areas of the company, technology and administration/team assistance. In addition, the open expression of interest in becoming a trainer has become an important part of the corporate culture.

2.3.2.2.3 Further education and training

The company in question pursues various approaches to these topics. Strictly speaking, this also includes the external training courses described above. On the other hand, in-house training has also been introduced. At unfortunately still irregular intervals, usually on less frequented Friday afternoons, the company's own employees hold presentations, training sessions or discussion rounds on current topics from a wide range of operationally relevant subjects. These can be training courses in the technical area, which have a knowledge transfer, especially between the head of technology and the service technicians, as their primary - visible - goal, but can also be discussion rounds on new technical possibilities and their possible uses in the company or meetings of a completely different nature (e.g. "Explanation of the merchandise management solution"). In addition to the aforementioned knowledge transfer, in practice it is precisely these joint events that contribute greatly to consolidating the culture that is practised.

2.3.2.2.4 Monetary and non-monetary incentives

Flexible salary models with a bonus system must be developed for sales staff, and bonuses should also be introduced for technicians whose work on customer systems is particularly sustainable. On this point, it can unfortunately only be stated on the basis of the company in question that the idea has already been approved in principle by the management, but the actual planning of such a model has not yet been carried out, purely for reasons of time constraints. However, due to the desired strong cooperative leadership and partnership-based collaboration with superiors and management, this model will also be a joint project to be developed by the three division heads and will start uniformly for all employees on 1 January 2010. The actual introduction of the bonus system had to be postponed due to a lack of target agreements and a lack of real quality management, which has also been decided to be introduced. At this point, a quote from the Bertelsmann homepage should be mentioned again: "In addition, monetary incentives are not enough to recruit young managers. Nowadays, their career planning follows less traditional patterns. They expect more from their employer than bonuses and company cars: flexible and practical offers for both genders are in demand in order to be able to combine family, private life and career. Opportunities for personal development are also becoming increasingly important when choosing a job"[21]. This statement clearly shows that, as the saying goes, money is not everything. Non-monetary approaches have already been implemented in large numbers. These include the connection of employee living rooms from a technical point of view, so that in principle every employee can also work from their home office if required. The working time model has been designed to be as flexible as possible and short-term time off due to private appointments is always possible after brief consultation with the division manager.

2.3.2.2.5 Environmental reference

In the area of standards, this includes a clear commitment - both internally and to customers - to the use of ecologically sound products and the most environmentally friendly alternatives available on the market[22] and technologies to avoid excessive electricity consumption[23], which have been made mandatory for all customers. Since its introduction, this maxim has been consistently adhered to and propagated to every customer. The stringency and consistency of action is of course incredibly important in the area of standards, as otherwise they quickly lose their general credibility. In addition, appropriate waste disposal guidelines were introduced with a primarily internal effect on employees. A higher external impact was certainly achieved by defining an e-mail format with which every e-mail must be labelled. Within the so-called e-mail footer[24], the reader will find the note "Please only print this e-mail if it is necessary. Please consider the environment before printing this e-mail."[25] including the corresponding environmental symbol.

2.3.2.2.6 Work instructions

The work instructions introduced should be viewed somewhat differently, as they are more restrictive or prescriptive for employees. Finally, the second level of Schein's model is not only about values and norms, but also about standards. In the company in question, the writing of work instructions was therefore introduced as a first step towards the introduction of a QM system. What is already common practice in larger companies cannot be seen as standard in small companies today. Nevertheless, work instructions are not to be seen as a prohibition, but should "be an aid for every employee to be able to fulfil tasks in a quality-oriented manner. Work instructions are the basis for the induction of new employees"[26]. With the help of these instructions, ambiguities with regard to work processes should be eliminated for the future and new employees should be given the opportunity from day one to gain a purely analytical picture of the organisational culture, responsibilities and possible fields of activity.

2.3.2.2.7 Working atmosphere

This is the opposite of the aforementioned work instructions. Where procedures, processes and economic issues can be written down objectively with comparatively little effort, on the other hand, the human interaction that ensures a good working atmosphere is not so easy to specify and implement in the company. The classic characteristics include greetings in the morning or in the lift, saying goodbye to colleagues, the good old handshake, holding a door open to offer assistance, or talking while smoking - which should definitely include non-smokers. A smoker does not have to blow in the non-smoker's face, nor does it have to be demonstrated that a smoker is the "worse person". However, most of these points are ultimately personality traits of the individual employee over which the employer cannot exert any direct influence. This makes it all the more important for the management to set a good example and for the division managers to do the same. Only then can the behaviour rub off on the other employees. This is not to say that the company cannot act proactively. Organising a company party is one of the classics. As a Munich-based company with one of the "Wies'n" innkeepers as a premium customer, it proved ideal for the company in question to seize the moment and introduce a "company Wies'n" accordingly.

2.3.2.3 Symbol system

The third level describes the symbol system and therefore includes visible elements. This first includes all architectural design elements of the offices, but also less obvious features. Thommen[27] divides this into three areas: the personality of managers, rituals and symbols, and communication itself. As his explanations partly overlap with topics already mentioned and measures described in detail elsewhere, and the symbolic world to be created can have completely different characteristics depending on the company and corporate culture, not all points will be listed individually in this paper based on the selected demonstration company. In any case, the aim is to use an example to demonstrate the development of an organisational culture in practice, but primarily to develop a point of view that is as generally valid and transferable as possible. The following section will therefore use a few selected practical measures to demonstrate how the world of symbols explained by Schein can be implemented in practice. The symbols mentioned below include

•  Personality profile of managers
• Employee rituals towards customers
• Presentation of the company to the outside world
• Communication
• Architectural design

2.3.2.3.1 Personality of the managers

On 1 January 2010, a managing director was appointed who had not previously held any real position in the company. This signalled a change both internally and externally. The focus was on future problems, clear tasks were assigned and transferred to employees, responsibilities were clearly defined for the first time and, by involving the division heads in all relevant business processes, a willingness to learn was demonstrated, which on the one hand should make the company capable of acting in the long term and on the other hand has also shaped the corporate culture in such a way that every employee has realised that the company is growing. This was also clearly defined as a goal of the organisational culture: The knowledge that the company has a lot of potential and is fully counting on its employees.

2.3.2.3.2 Rituals of employees towards customers

Contact with the customer has been completely redefined. Whereas previously all communication with the customer was conducted randomly by a wide variety of employees from all departments, today the customer's first point of contact is always Sales. They are responsible for further processing and delegate enquiries to technical staff, administration or team assistance as required. Feedback to the customer is in turn provided by the sales department. This is the only way to ensure that the customer always feels equally well treated. Furthermore, by promoting internal communication, the customer can be given the feeling that their contact person is aware of all incidents and that the familiar problem of "one hand not knowing what the other is doing" does not occur. Customer communication certainly also includes changes in the area of visitor reception. The team assistant's workstation at reception has been cancelled and moved to the team workstations. In future, the reception area will be a pure reception area that is not drowned in files, documents and notes, but instead conveys to the customer a cultivated image of the reputable company that the customer has actually sought contact with. Telephone contact has also been changed so that the switchboard is always manned and even in emergencies an external call centre always picks up the phone and answers on behalf of the company. The situation where a customer cannot reach anyone is now a thing of the past. The following illustrations show an example of the redesigned entrance area of the company in question.

2.3.2.3.3 External presentation of the company

As part of the completion of the CI guidelines, the company has now finally switched to a standardised vehicle fleet. All pool vehicles were ordered uniformly in accordance with a defined specification. In future, the cars as well as all business documents will have a uniform corporate look in the serious company colours with logo and slogan.

2.3.2.3.4 Communication

This point has not yet been sufficiently established in the company in question. The necessary willingness to compromise in discussions as well as the information and communication behaviour still suggest that the company once started out very small and that some employees are too strongly rooted in the past. Nevertheless, this characteristic should not remain unspoken, as in the author's opinion this phenomenon is very characteristic of small and medium-sized companies that are undergoing strong expansion. It is precisely in this area that there is usually the greatest need to catch up, as the above-mentioned structuring must go hand in hand with growth. Otherwise, the company runs the risk of losing its credibility - its "face" - despite a well-formed organisational culture.

2.3.2.3.5 Architectural design

This was implemented brilliantly at the company analysed. The entrance area and offices were completely redesigned in terms of layout and equipment. Today, all access areas have electronic locks with a contactless electronic access control system developed by the company itself, the areas are barrier-free and a separate supplier entrance has been set up for goods deliveries. In the course of this, the need for a separate dispatch office was also accepted and implemented - the little-used so-called "e-warehouse" (electronics warehouse) was recently relocated to storage rooms in the basement for this purpose. Even supposedly minor details such as room numbers that correspond to the CI have a certain external impact. During a tour of the company, which customers often enjoy here, this is just as noticeable as the restructuring of the open-plan office, which now looks more lively thanks to the use of room dividers and flowers, although there is no longer any "chaos". A single change in detail may have little impact, but the overall effect is that even an outsider can see that there is a better atmosphere in the company. Perhaps this is the most important part of all companies: Feeling the positive response from the workforce when several colleagues simply meet in the centre of the open-plan office to collect their documents and greet each other in a friendly manner instead of running to the photocopier in the corridor. In this way, a basis of satisfied work can also lead to an optimised result. The following images illustrate a before and after comparison and make the real differences visible at a glance.

2.3.3 Implementation phases according to Schreyögg

Finally, the implementation phases mentioned by Schreyögg will be briefly discussed. This should conclude the topic of developing an organisational culture.

2.3.3.1 Unfreezing

Before a change can take place, the usually hardened structures and framework conditions that are now regarded as a given must be loosened. This requires the willingness of the employees, as they are the ones who are ultimately largely responsible for the organisational culture. Ways and means must be created to encourage the willingness to try something new.

2.3.3.2 Changing

In the second implementation phase, concrete changes must be made. In the example company under consideration, the change of managing director on 1 January 2010 could certainly be mentioned as an evolutionary change. As the development of an organisational culture is always a lengthy process, there are hardly any other examples that can be mentioned here. This includes all the other measures mentioned above.

2.3.3.3 Refreezing

The final step is to ensure sustainability. The development and targeted shaping of a corporate culture only has an economic benefit as long as the management can ensure that the organisational culture is sustainable. This can only be achieved through constant monitoring and feedback. Contrary to Schreyögg's model, however, I would like to emphasise that a certain amount of further development will always take place in practice, and indeed should. But this too - quite clearly - requires ongoing monitoring and, if necessary, renewed development. A continuous improvement process, e.g. by re-integrating employee suggestions after the implementation of improvements, as proposed by Imai[28], may seem somewhat out of touch with practice. At second glance, however, one realises that the actual goal of the corporate culture must be the continuous improvement of itself. The statement "Standing still is a step backwards"[29] is fully applicable here.

3 Recommendation and outlook

The development of an organisational culture cannot be clearly put into words by scientific means; a clear recommendation for the management of companies cannot be given due to the multitude of possibilities. Decisions will always have to be made as to whether to promote individualism or collectivism, whether to favour a strong or a weak corporate culture.

Ultimately, organisational culture must always be nurtured; it is an extremely powerful structure that must be treated with care. The explanations presented here are intended to help you gain an overview of methods and modes of action and to draw conclusions for your own actions.

This work may also serve as a decision-making aid in the development of a company's own organisational culture. In the author's opinion, the most important prerequisite for entrepreneurial success is trust within the company. Creating this trust is one of the capabilities of corporate culture. However, all this will only be successful if the culture is lived inside and outside the office space, not only by the employees, but also by the management and executive board. Everywhere. Always. Without exception.

[1] Bright; Parkin 1997: 13
[2] Schreyögg 2008: 363
[3] Cf. Dierkes, Meinolf, von Rosenstiel, Lutz & Steger 1993: 10
[4] Cf. Jacques 1951
[5] Marshall; McLean 1985: 2-20
[6] Schreyögg 2008: 265
[7] Cf. Inglhart 1977
[8] Dill; Hügler 1987: 146
[9] Cf. Dill; Hügler 1997: 147-148
[10] Schein 2004: 17
[11] Stern.de, n.d. (2010): Record sales at Apple - The hits of Steve Jobs. Online in Internet: "URL: https://www.stern.de/digital/computer/rekordumsatz-bei-apple-die-hits-von-steve-jobs-1515731.html [as at: 21/07/2010]".
[12] Focus Money Online, n.d. (2009): iPhone-Boom beschert Gewinnvorsprung. Online in Internet: "URL: https://www.focus.de/finanzen/news/apple-aktie-iphone- boom-beschert-gewinnsprung-_aid_446269.html [as of 20 October 2009]".
[13] Peters; Waterman 2000: 329
[14] Herbst, D. (2001): Corporate identity as a holistic management process. Online in Internet: "URL: https://www.ideereich.de/DieterHerbst/th_ci/ciprozess.htm [as at: 26/07/2010]".
[15] Cf. Beyer; Müller 1997: 68, Kasper 1990: 20
[16] Cf. Schreyögg 1990: 8, Herbst 2001 op. cit.
[17] Cf. Steinmann; Schreyögg 1997: 611
[18] Cf. Steinmann; Schreyögg 1997: 606
[19] Bertelsmann Stiftung, n.d. (2010): Corporate culture. Online in Internet: "URL: https://www.bertelsmann-stiftung.de/cps/rde/xchg/SID-B71BC9F2-18268A57/bst/hs.xsl /330.htm [as at: 24/07/2010]".
[20] Bertelsmann Stiftung , n.d. (2010): Personnel policy. Online in Internet: "URL: https://www. bertelsmann- stiftung.de/cps/rde/xchg/SID-B71BC9F2-18268A57/bst/hs.xsl/99666.htm [as of 24 July 2010]".
Page 28
[21] Bertelsmann Stiftung, n.d. (2010): Personnel policy. Online in Internet: "URL: https://www. bertelsmann- stiftung.de/cps/rde/xchg/SID-B71BC9F2-18268A57/bst/hs.xsl/99666.htm [as of 24 July 2010]".
[22] So-called HP G7 servers, which were developed with an extremely high commitment to energy efficiency.
[23] We are talking here about virtualisation as a means of saving electricity in a highly noticeable way.
[24] final information at the end of an e-mail, author's comment.
[25] Cf. Ruppelt; Brandt 2010a: 2
[26] Cf. Ruppelt; Brandt 2010b:.1
[27] Cf. Thommen 2000
[28] Cf. Imai 1992
[29] Rudolf von Bennigsen-Foerder (1926-89), German top manager, Chairman of the Board of Veba AG
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