Good Earthware's Corporate Culture Case Study Example

[Earthware’s Face & Body: Communicating Corporate Culture]

Corporate culture can be defined as unspoken code for communicating among members of the organization (Guiso et al., 2010). Corporate culture is the best way of delivering impeccable cutomer services that is being respected all the times. An organizations may have to face several hazards in the form of financial imbalances, weather attackes and corporate culture always hhelps the organization to alleviate these problems. Corporate culture is equally important for private as well as public companies.
For the Earthware’s face and Body wash cororate culture is utmost important is it is the way for attarcating customers into the business. Bessant as the owner wants to spread the volume of business by extending the corporate culture in to the eyes of the customers (Rowley & Bae, 2014).
There are six main pillars upon which corporate culture can persists. Companies can establish the bst corporate cultures by building differentiates and long lasting cultures on the basis of these elements. These are vision, values, practices, people, narrative and place. Theere are some other elements which influence the corporate culture but these are the most important six elements of the organizations. As far as Earthware’s corporate culture is concerned. These all elements are not clearly visible into this. The case study indicates there is not specific vision and values for the business. Bessant wants to relies upon reliability and validity and its main values persisists upon natural products. There is complete description about the place.Beside these there is need for growth and Bessant wants the perfect fit. This indiacates the corporate culture is progressive which indicates constant improvement and it is constant state of change (Guiso et al., 2014).

Leadership characteristics Blessant should be looking for when hiring

There are two separate theories in regards to leadership. These are trait theories and behavioral theories. Trait theory explains the expectation was to segregate traits that leaders must look when to hire employees. A percentage of the traits examined included physical structure, appearance, social class, enthusiastic solidness, the familiarity of discourse and friendliness. In spite of the best endeavors of scientists, it turned out to be difficult to distinguish a set of characteristics that would dependably separate pioneers from non-pioneers. Below are some of the characteristics that must be looked when hiring for company (Daft, 2014).

Drive

The desire to lead
Honesty and integrity
Self-confidence
Reliabiltiy
Job-relevant knowledge
Personality
Customer interactions
Bessant while hiring employees loks for personality and the way person interacts with customers. Also she was looking for reliability and self confidence. But these things needed to be done more strategically to show unique corporate culture.

Leadership Approach for an International Leader

The different leadership approaches are used in international organizations such as democratic leadership, laissez faire leadership, transformational leadership and autocratic leadership, paternalistic leadership. The democratic approach is very suitable for the effective leadership in the international organization like Earthware’s Face & Body

Are certain characteristics more important than others; explain your answer.

Leadership is the main property that contributes to the success of business and helps in the realization of business goals. Leadership is the amalgam of certain characteristics. But some characteristics are more important than others. One of the best ingredients is that can be simply described as a mixture of humility and will. It can create extraordinary results, demonstrates a willingness to resolve any conflicts, manage standards to build any company (Collins, 2005).
The term emotional intelligence is newly added term into the leadership. Harvard Business Review says that this is the quality that differentiates good leaders’ from great executives (Daire et al., 2014). Emotional Intelligence can be defined as a good mixture of five skills that enables the leaders to transform their leadership from good to the best one. These skills are self awareness, self regulations, motivation, empathy and social skill. These can be further enhanced by continuous learning process. This extraordinary quality of emotional intelligence is directly connected with significant increases in business performances. The basic skills of emotional intelligence can be described as;
Self awareness skills which tend to know one’s strengths and weaknesses. The other is self regulation which narrated the controlling or redirecting the conflicts. Motivations are the skill which derives the person wish to achieve success, whereas empathy deals with considers the feelings of others while making important decisions. The last skill involved in the emotional intelligence is social skill which aims at developing strong ties with others (Collins, 2005).
Great leaders like Steve Jobs who ruled the smart phone world through their outstanding characteristics of leadership were able to achieve by mixing the five skills of emotional intelligence like empathy, social status, self control etc. These properties equally participate in the evolution of leadership skills especially level 5 leadership. So we can conclude that emotional intelligence is an important ingredient of leadership in the today's business world.

References

Collins, Jim. "Level 5 leadership." The Jossey-Bass reader on educational leadership 2 (2007): 27-50.
Interview with Tim Bennett, June 10, 2008.
Daft, R. (2014). The leadership experience. Cengage Learning. https://books.google.com.pk/books?hl=en&lr=&id=KOfKAgAAQBAJ&oi=fnd&pg=PR4&dq=+leadership&ots=CGYrFxihoZ&sig=Cp7tqIULgbwuSiXjmdnwrJ3_v28#v=onepage&q=leadership&f=false
Daire, J., Gilson, L., & Cleary, S. (2014). Developing leadership and management competencies in low and middle-income country health systems: a review of the literature. http://r4d.dfid.gov.uk/pdf/outputs/ReSyst/WP4_resyst.pdf
Guiso, L., Sapienza, P., & Zingales, L. (2014). The value of corporate culture.Journal of Financial Economics
Rowley, C., & Bae, J. (2014). 11 Culture and management in South Korea.Culture and management in Asia, 187