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PRAGUE COLLEGE

Corporate culture and its


influence on the
motivation of the
employees

Šárka Smrčková
14. 8. 2009

BA (HONS) International Business Management - Year 3


ABSTRACT

As the concept of corporate culture is relatively new in the Czech Republic, in this

research I tried to find out how it is implemented in the Czech companies and what

the employees think about the concept. Main research question was, whether

corporate culture can motivate employees to achieve better results and make them

loyal to the company. To do so, I researched two companies from the

telecommunication industry – Vodafone Czech Republic a.s. and Telefonica O2

Czech Republic a.s.

By researching various publications I learned what the theory of corporate culture is

and how it can be beneficial for the company. The concept of corporate culture

creates the company’s identity, sets certain internal rules how to do things and gives

directions where to go. Into this concept belong things such as values, stories,

symbols, ethical rules but also the way how the company’s offices looks or how

people communicate with each other.

I prepared questionnaire that I distributed to employees working in those two

companies. In general, attitude of the respondents is positive about the corporate

culture concept, and majority of them expressed the feeling of belonging and pride to

work for the company. However, there might be an issue with communication and

implementation of the values. Some of the respondents answered that they do not

like to be forced into some rules or that to heavy promotion of the corporate culture

can be contra productive.

Even though the research has some limitations, I can say that corporate culture

concept has an influence on the employees. If they can identify with overall culture of

the company, it strengthens their feeling of belonging and attachment to the company

and motivates them to work harder and achieve better results.

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ACKNOWLEDGEMENTS

I would like to take this opportunity to thank my dissertation supervisor Dave Gannon

for giving me guidance and support through the whole project. That really helped me

keep going in the right direction and complete all tasks.

Also I would like to thank to all participants that took part in my survey, without their

willingness to help I would not be able to complete this project.

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TABLE OF CONTENTS

Abstract………………….…………………………………………………………………….2

Acknowledgements………………………………………………………………………….3

1. Background..…..................................................................................................8

2. Aims and objectives………………………………………………………………...10

3. Methodology…………………………………………………………………………11

3.1. Research design……………………………………………………...........11

3.2. Secondary research………………………………………………………..13

3.3. Primary research……………………………………………………………16

3.4. Contingency plan…………………………………………………………...22

4. Literature review…………………………………………………………………….24

4.1. Introduction……………………………....................................................24

4.2. The theory of corporate culture……………………….............................25

4.2.1. What is organization culture………………………………...........25

4.2.2. Sources of organization culture………………………………….30

4.2.3. Visible signs of organization culture…………………………….33

4.2.4. National cultural influences………………………………………34

4.2.5. Importance of the corporate culture………………………………37

4.3. Examples of incorporated corporate culture principles in the Czech

companies…………………………………………………………………...40

4.4. Conclusion……………………………… ………………………………….41

5. Analysis………….…………………………………………………………………..42

5.1. Methods for analysis….…………………………………………………….42

5.2. Findings from Vodafone Czech Republic a.s..………………………….43

5.2.1. Findings from questionnaires……………………………………...43

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5.2.2. Findings from interviews……………………………………………57

5.3. Finding from Telefonica O2 Czech Republic

a.s………………………...61

5.3.1. Findings from questionnaires……………………………………...61

5.3.2. Findings from interviews……………………………………………71

5.4. Summary of findings………………………………………………………..75

6. Conclusions and recommendations………………………………………………80

6.1. Conclusions………………………………………………………………….80

6.2. Recommendations………………………………………………………….81

References…………………………………………………………………………………..82

Bibliography…………………………………………………………………………………86

Annex A – Blank questionnaire

Annex B – Blank interview sheet

Annex C – Magazine and newspaper articles

Annex D – Completed questionnaires from Vodafone Czech Republic a.s.

Annex E – Interview notes from Vodafone Czech Republic a.s.

Annex F – Completed questionnaires from Telefonica O2 Czech Republic a.s.

Annex G – Interview notes from Telefonica O2 Czech Republic a.s.

Annex H – Copy of e-mail communication

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LIST OF TABLES

Table 1……………………………………………………………………………………….43

Table 2………………………………………………………………………………………44

Table 3………………………………………………………………………………………46

Table 4………………………………………………………………………………………47

Table 5………………………………………………………………………………………49

Table 6………………………………………………………………………………………50

Table 7……………………………………………………………………………………….52

Table 8……………………………………………………………………………………….54

Table 9……………………………………………………………………………………….56

Table 10……………………………………………………………………………………..61

Table 11……………………………………………………………………………………..62

Table 12……………………………………………………………………………………..63

Table 13……………………………………………………………………………………..64

Table 14……………………………………………………………………………………..65

Table 15……………………………………………………………………………………..66

Table 16……………………………………………………………………………………..68

Table 17……………………………………………………………………………………..69

Table 18……………………………………………………………………………………..71

LIST OF GRAPHS

Graph 1………………………………………………………………………………………45

Graph 2………………………………………………………………………………………48

Graph 3………………………………………………………………………………………52

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Graph 4………………………………………………………………………………………53

Graph 5………………………………………………………………………………………55

Graph 6………………………………………………………………………………………63

Graph 7………………………………………………………………………………………65

Graph 8………………………………………………………………………………………67

Graph 9………………………………………………………………………………………69

Graph 10…………………………………………………………………………………….70

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1. BACKGROUND:

The phenomenon of corporate culture is relatively new in the Czech Republic.

Only after the fall of the communism in 1989 when large international companies

entered the Czech market they brought with them the philosophy of corporate

culture, company values and strategies.

Before the year 1989 there was only one philosophy – the communistic ideology.

Everything was subordinate to this ideology. Employees usually worked in the

same company their whole life and there was not really a possibility of promotion.

Only the people who were members of the communist party could be at the top

positions in the company. People lost their motivation to learn new things and

achieve better results. There was strong communist propaganda. There were

communist mottos all around the working place and people had to take part in all

events celebrating communistic ideology.

For these reasons Czechs might be sceptical of a philosophy or ideology that

pushes them hard, e.g. in form of company mottos or symbols. They might be

tend to slip into the attitude “just do the job; it pays my rent, do not care of what is

around”.

Multinational organizations that are entering Czech market might experience

some kind of resistance in thinking of their employees to their global

organizational environment and values. The task for organizations is to influence

workers attitude in a way that they start to believe and live up to their global

organizational values and goals.

Nowadays many companies in the Czech Republic, and not only the big

international ones with a long tradition, are incorporating features of corporate

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culture into their company strategies. There were new books written on this topic

and there are also seminars and conferences for HR representatives organized

by educational and HR agencies. Corporate culture is becoming a part of the

business in the Czech Republic.

This research will be useful for CEO and HR department of any company in the

Czech Republic. This will give them overview on how employees see the whole

concept of corporate culture. They will see if employees, who work in companies

where this concept is implemented, actually feel motivated and encouraged to

achieve better results and if they see their future in the company where they work.

For every company that wants to be successful on the market (and all companies

do), the employees’ satisfaction is crucial. Only satisfied and motivated

employees can help the company to achieve its goals and prosper. Each person

is different and feels motivated by something else, so it is important to know what

other things, apart of salary, motivate employees (e.g. formal/informal culture,

dress code, other benefits, office environment, shared values and strategies…).

By this survey I would like to find out what is the general attitude towards the

corporate culture concept in the Czech Republic and if it is viewed in a positive

way by the employees and if they feel more motivated as a result of it.

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2. AIMS AND OBJECTIVES:

AIM:

To determine whether strong corporate culture actually motivate employees to

achieve better results and make them more loyal to the company.

To do so, I will explore two companies from the telecommunication industry and

compare and contrast their approach to the implementation of the corporate

culture concept.

OBJECTIVES:

• To explore the theory of corporate culture.

• To witness directly how it work in real life in the Czech Republic?

• To find out how corporate culture is communicated to the company

employees?

• To asses whether employees actually feel more motivated and more

attached to the company?

• To determine to what degree the attitude of employees is positive or

negative?

• To determine whether the history (era of communism and its ideology)

of CZ have an influence on the view of corporate culture and its

communication amongst employees?

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3. METHODOLOGY:

In order to achieve objectives of the research and answer the initial hypothesis,

whether strong corporate culture actually motivate employees to achieve better

results and make them more loyal to the company, a sufficient research

methodology had to be developed. The relevant data needed to be collected

through primary and secondary research using different sources.

3.1. Research Design:

When designing the research methods, several considerations had to be

made in order to achieve aims and objectives set for the research. Different

methods for primary research were taken into account, and the “research

onion” model was used. This model puts data collection methods and data

analysis to the centre of the “research onion”. However, before coming to

this central point there are other important layers of the onion that need to

be peeled away. Those layers include research philosophies, approaches,

strategies, choices, time horizons and techniques and procedures.

(Saunders, Lewis & Thornhill, 2007, p.102)

Based on the “research onion” model, the questionnaires sent out to

respondents were chosen as the most suitable method of the research. As

the second suitable method for the primary research were chosen personal

interviews, while using a set of previously prepared questions. The

personal interviews were used to assist the findings collected through the

send out questionnaires.

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When designing the questionnaire and deciding on the questionnaire type

the following factors needed to be considered:

• Characteristics of the respondents

• Importance of reaching a particular person

• Importance of respondent’s answers not being contaminated or

distorted

• Size of sample required for the analysis

• Types of questions

• Number of questions

(Saunders, Lewis & Thornhill, 2007, p.357)

Based on the research aim and objectives, and also findings from the

secondary research, a set of 10 questions was prepared. These were mix

of closed and open questions, however with the majority of open

questions. The open questions were chosen due to the fact, that the

research is mainly qualitative. Ghauri and Gronhaug (2005) say about

qualitative research: “Qualitative research is particularly relevant when

prior insight about the phenomenon under scrutiny are modest, implying

that qualitative research tends to be exploratory and flexible because of

‘unstructured’ problems (due to modest insight). Even though qualitative

research may allow for tests of hypotheses, the main emphasis is usually

on gaining insight and constructing explanations of theory.” (Ghauri and

Gronhaug, 2005, p. 202)

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To support my findings from questionnaires and also to add different view

on the whole subject, I decided to conduct personal semi-structured

interviews with the managers responsible for the corporate culture

implementation in the organizations that were the subject of my research.

Semi-structured interviews are often referred to as qualitative research

interviews. This type of interview was chosen for the reasons that

Saunders, Lewis & Thornhill (2007) state in their book, “where it is

necessary for you to understand the reasons for the decisions that your

research participants have taken, or to understand the reasons for their

attitudes and opinions, it will be necessary for you to conduct qualitative

research.” (Saunders, Lewis & Thornhill, 2007, p.315)

3.2. Secondary research:

In order to obtain theories to form the fundamentals for the project, the

review of previously written literature was essential. As Ghauri and

Gronhaug (2005) state, “the prime purposes of the literature review are to:

a) frame the problem under scrutiny

b) identify relevant concept, methods/techniques and facts

c) position the study

(Ghauri and Gronhaug, 2005, p. 52)

In case of qualitative research, exploring the previous studies is important

for the following reason: “For qualitative studies, quite often the researcher

wants to discover relevant variables and relationships between them and

to put together these variables in a new way. In this case you need to

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develop the theoretical framework that evolves during the research itself.

As your research evolves, you have to incorporate relevant elements from

previous studies. (Ghauri and Gronhaug, 2005, p. 52)

To review the literature was also important in order to fulfil the first

objective of my research, which was to explore the theory of corporate

culture. Also the second objective, to witness directly how corporate culture

concept work in real life in the Czech Republic, is partly explored by the

secondary research.

When conducting my secondary research, I researched various Internet

web sites, newspapers as well as some serious publications that were

written on the topic of corporate culture. Several of the web sites and

articles were professionally intended; however I also found a few

newspaper articles on this topic. These articles were mostly describing

some examples of Czech companies with incorporated corporate culture

principles. From these articles and publications I learned what the theory of

corporate culture is and learned how these principles are employed in the

Czech companies.

As the main source for building the theoretical background about my

research subject, I used book by Deal & Kennedy (1982) Corporate

Cultures, The rites and rituals of corporate life. This publication covers all

aspects of corporate culture, gives insight into the theory and offers some

practical examples of the corporate culture concept use.

From the academic texts, I have reviewed two publications. Morden (2004)

Principles of Management and HND Course Book (2004) Organizations

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and Behaviour. Both publications contain sections that are about corporate

culture concept, explaining the basics of the subject.

About influence of national culture on corporations talks Mitchell (2000) in

his book Short Course in International Business Culture. He mentions

studies that were conducted on this subject. As the results of the studies

show, there are certain differences between particular nations.

As the supporting materials, I reviewed the following publications:

Alvesson’s (2002) Understanding Organizational Culture, Frederick’s

(1995) Values, Nature, and Culture in the American Corporation and

Schein’s (2004) Organizational Culture and Leadership. These publications

added more insight into subject and offered different views and definitions.

To explore how corporate culture concept is implemented in the Czech

companies, I reviewed newspapers and journals and found articles with

practical examples. Newspapers that I reviewed were Hospodářské noviny

and Lidové noviny (those periodic belong to the group of serious

newspapers). From the journals I reviewed HR forum and Trend marketing,

which are professionally intended.

These findings from literature, newspapers and journals served as

background information for my primary research. Also in the later stage of

the research, they were compared with the findings from the primary

research, namely to see whether the principles of the concept are

implemented in the Czech companies, and whether they work in the real

life.

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3.3. Primary research:

Mainly qualitative data were collected through the primary research, using

the send out questionnaires and semi-structured interviews. Qualitative

research is especially helpful “in social and behavioural sciences and

among practitioners who want to understand human behaviour and

functions. It is quite suitable for studying organizations, groups and

individuals”. (Strauss and Corbin, 1990, cited in Ghauri and Gronhaug,

2005, p. 111)

Both methods added an insight into the subject, and now they will be

discussed individually.

Questionnaires:

After reviewing literature and building up on theoretical knowledge, I

formulated 10 questions to be asked respondents via questionnaires.

Those questions matched the research objectives and in most cases,

those were open questions collecting qualitative data. (Annex A – blank

questionnaire)

The list of questions:

1. Does the company have one or more visible values?

This question was asked in order to find out whether the company that

is subject of the research has some visible values. It is connected to the

research objective that is exploring the reality in the Czech Republic

and how the concept is implemented.

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2. Do you know what they are?

By this question, I wanted to find out whether the employees know the

company values. By the results I was able to see whether the

communication of company values is effective and reaches employees.

This question is also connected to the research objective that is

exploring the reality in the Czech Republic and how the concept is

implemented.

3. How do these beliefs affect day-to-day business (work processes)?

Asking this question I was able to find out how the concept of corporate

culture works in the Czech Republic, whether it is directly influencing

employees and the way how they perform their work. This question is

also directly connected to the research objective that is exploring the

reality in the Czech Republic and how the concept is implemented.

4. How they are communicated to the organization?

This question is directly connected to the next research objective which

is exploring the ways of communication within the companies. The

question is specifically asking about the way how the company values

and corporate culture attributes are communicated within the company.

5. How do you feel about this communication? Why?

As the question before, this question is again concerned with

communication within the companies, asking the opinion of the

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employees and their view on the communication of corporate values in

the company where they work.

6. Can you identify other attributes of corporate culture within the

company? Which?

This question is coming back to the previous research objective about

the reality in the Czech Republic and the way how companies are

implementing corporate culture concept. It is asking about other

attributes then only corporate values.

7. What do you think about the corporate culture, is it good or bad for the

company? Why?

This question is directly connected to the research objective that is

trying to find out what is the attitude of employees about the corporate

culture concept. The aim of this question is to find out, what is the view

of the employees on the corporate culture concept and if it is beneficial

for the company.

8. Do you feel loyal to the company where you work? Are you

happy/proud that you work for “this” company? Why?

This question was asked in order to fulfil the research objective that is

exploring whether the employees are motivated by the concept. This

question was asked in order to found out whether the culture of the

company where they work makes them more attached to the company.

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9. Does the working environment or corporate culture influence your work

performance, do you feel more motivated? Why?

This question is also connected to the same research objective as the

previous question. By this question I wanted to find out whether the

corporate values and culture can actually motivate employees and

strengthen their working performance.

10. In case of strong corporate culture: do you feel somehow uncomfortable

with the concept and communication of corporate culture? (e.g. in

connection with recent communist agitation?)

Last question was asked in connection to the last research objective

that is trying to find out whether the history of the Czech Republic and

mainly the communistic ideology had an influence on how the corporate

culture concept is viewed by the employees now.

The questionnaires were sent by the e-mail to both companies that were

subject of the research – Vodafone Czech Republic a.s. and Telefonica O2

Czech Republic a.s.. In Vodafone Czech Republic a.s. I contacted

approximately 40 people asking for the questionnaire completion. I received

back 14 completed questionnaires. In Telefonica O2 Czech Republic a.s. I

contacted approximately 30 people asking for the questionnaire completion. I

received back 10 completed questionnaires.

The response rate was much lower then I have expected. The main problem I

experienced while collecting questionnaires was lack of motivation to answer

the questions and sent the completed questionnaires back. The respondents

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were claiming that they were to busy, or they found the time few days later and

thought I did not need the answers anymore. Some of the respondents

seemed to be very helpful and keen on answering the questions at the

beginning, however when I send out the questionnaire they never answered.

Few questionnaires came back when I send the reminder asking for the

completion, but still many respondents did not react.

Interviews:

For the purpose of conducting personal interviews with people that are

responsible for the implementation and communication of the corporate culture

concept and company values, I created set of 5 questions. Those were open

questions asking for qualitative data. (Annex B – blank interview sheet)

The list of questions:

1. What do you think about corporate culture concept, is it good or bad for the

company? Why?

This question was asked in connection to the research objective that is

exploring the attitude of employees about the corporate culture, trying to

find out what is the opinion about the corporate culture concept and if it is

beneficial for the company.

2. How are corporate values and strategies communicated within the

company?

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This question was directly related to the research objective exploring the

communication channels within the company, asking about the ways of

communication of the corporate culture and values and strategies.

3. What is your role in this communication?

This question is also connected to research objective exploring the

communication, but as my interviews were conducted with people that are

responsible for implementation and communication of the corporate values

and strategies, I was interested in their role in the communication process

and particular actions they do.

4. Do you think that the current way of communication is sufficient?

Forth question was also related to the research objective about

communication. By asking this question, I was trying to find out the opinion

about the ways of communication and whether they think it is effective and

reaches employees.

5. It is multinational company. To what extend are you here in the Czech

Republic free when defining the corporate values and strategies and to

what extend you have to follow values and strategies of your mother

company? Are you allowed to adjust corporate values and strategies to our

local conditions?

This question was connected to the research objective that is witnessing

the reality in the Czech companies, exploring to what extend are

companies dependent on their mother companies when defining corporate

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values and strategies. I asked this question mainly because each country

is different, people has different mentality and opinions.

The interviews were conducted with people that are directly responsible for

brand and its communication – in Telefonica O2 Czech Republic a.s. it was

Brand Identity Specialist and in Vodafone Czech Republic a.s. it was Brand

Integration Specialist.

I found both of them very helpful. My main concern was, whether they will

be available for the interview and interested to help me with my research.

This was not a problem at all, as they both agreed to meet with me and

found 20 minutes for the interview in their busy schedules. They answered

all my questions and gave me all information I needed. I was very pleased

with their attitude and results of the interviews.

3.4. Contingency plan:

When deciding on the research methods, few areas related to

contingencies emerged. One of them was that respondents asked to

complete the questionnaires would not be willing to participate in the

survey and answer the questions. In that case, I would not be able to

gather enough answers to make an analysis. The plan how to overcome

this situation and gain enough answers for analysis was to offer some kind

of incentives for participating in the survey.

The same problem could emerge when trying to arrange time for the

personal interviews. Again, some kind of incentives could help to overcome

this issue.

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However, still situation when I would not be able to gather enough data for

analysis could happen. I that case, I would try to search corporate web

sites for the data related to the subject. Companies usually publish

information about their values and in some cases also about strategies on

their internet sites, another source could be annual reports of the

companies. These are usually publicly accessible via the corporate internet

pages.

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4. LITERATURE REWIEV:

The purpose of this literature review is to provide an overview about the previous

research into the area of the corporate culture and provide the theoretical

background for my research. By presenting findings of the previous research in

the subject area, I aim to support my thesis and research objectives.

This literature review will describe the theory and concept of corporate culture.

First, it will look at some definitions of the culture, and than talk in more detail

about main elements of the corporate culture. Also it will look at sources of

organizational culture and conclude with the importance of the implementation of

the concept. The last part of this chapter will look at some examples of the Czech

companies that have already implemented the corporate culture concept or are

using some elements in the real life.

4.1. Introduction:

Frederick (1995) talks in his book about the beginning of the corporate culture

concept. He say: “The notion of "corporate culture"—the idea that a

corporation could have a "culture," much as societies have been said by

anthropologists to possess distinctive cultures— began to take shape in the

popular mind around 1980. The idea had been lurking in the deeper

intellectual recesses of a few scholars and management consultants during

the 1970s and was given its first popular expression in a landmark article in

the business press entitled "Corporate Culture: The Hard-to-Change Values

that Spell Success or Failure." This account tended to equate culture and

values and seemed to suggest that corporations differed from one another in

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the kinds of values they promote to their employees, customers, competitors,

and the attentive public.” (Frederick, 1995, p.80)

4.2. The theory of corporate culture:

4.2.1. What is organization culture?

According to Morden (2004), “culture can be defined in national terms

as “collective mental programming” or “inherited ethical habit”. It can be

defined in terms of business culture as “the way we do things round

here”. Organization culture can be defined in terms of “the collective

mental and ethical programming of the enterprise and its members”. It

is apparent in “the way we do things around here, as compared with

what happens in any other organization”. (Morden, 2004, p.29).

Deal & Kennedy (1982) are using Webster’s New Collegiate Dictionary

definition of culture in their book. According to this definition, culture is

“the integrated pattern of human behaviour that includes thought,

speech, action, and artefacts and depends on man’s capacity for

learning and transmitting knowledge to succeeding generations”. They

are also mentioning definition given by Marvin Bower, for years

managing director of McKinsey & Company, who offered a more

informal definition – he described the informal cultural elements of a

business as “the way we do things around here”. (Deal & Kennedy,

1982, p. 4).

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Another definition of culture, this time according to Alvesson (2002), is:

“organizational culture is significant as a way of understanding

organizational life in all its richness and variations. The centrality of the

culture concept follows from the profound importance of shared

meanings for any coordinated action.” (Alvesson, 2002, p.2)

Schein (2004) is defining culture in a broader picture: “Culture is both a

dynamic phenomenon that surrounds us at all times, being constantly

enacted and created by our interactions with others and shaped by

leadership behaviour, and a set of structures , routines, rules and norms

that guide and constrain behaviour.” (Schein, 2004, p.1)

Mitchell (2000) defines culture as follows: “Corporate culture is the glue

that holds an organization together. It incorporates an organization’s

values, its norms of behaviour, its policies and its procedures. The most

important influence on corporate culture is the national culture of the

country in which the corporation is based. That may seem obvious, but

there are other factors that also help to shape a corporation’s culture—

its views of and its interactions with the “outside world.” (Mitchell, 2000,

p.148)

Morden (2004) talks about five main elements of corporate culture.

They are:

26
- “Value judgements – behaviour and decision-making in

the organization are shaped by individual and collective

judgements about enterprise mission, ethics, and ethos.

- Vision – this can be defined as “a long-term pattern of

communal purpose or possibility to which others can be

drawn”.

- Value system – the sum total of value judgements and

vision comprises the value system. This system provides

a wider framework, system of ethics, or “core ideology” by

which mission, objectives, strategies, ethos and required

behaviours are defined within organization.

- Behavioural standards and norms – which determine the

attitudes and behaviours of enterprise staff

- Perceptions of necessity, priority and desirability – as

reflected in the formulation and choice of objectives and

strategies.”

(Morden, 2004, p.157-158)

Deal & Kennedy (1982) are mentioning following elements of

culture:

- “Business environment – each company faces a different

reality in the marketplace. The environment in which a

company operates determines what it must to do to be a

success. This business environment is the single greatest

influence in shaping a corporate culture.

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- Values – the basic concepts and beliefs of an

organization; as such they form the heart of the corporate

culture. Values define “success” in concrete term for

employees and establish standards of achievements

within the organization.

- Heroes – these people personify the culture’s values and

as such provide tangible role models for employees to

follow. Some heroes are born and some are “made” by

memorable moments that occur in day-to-day corporate

life.

- The rites and rituals – these are the systematic and

programmed routines of day-to-day life in the company.

They show employees the kind of behaviour that is

expected of them.

- The cultural network – as the primary (but informal) means

of communication within organization, the cultural network

is the “carrier” of the corporate values and heroic

mythology.”

(Deal & Kennedy, 1982, p.13-15).

Alvesson’s (2002) view on corporate culture concept is as follows:

“Talking about organizational culture seems to mean talking about

the importance for people of symbolism – of rituals, myths, stories

and legends – and about the interpretation of events, ideas, and

experiences that are influenced and shaped by the groups within

28
which they live. Culture is then understood to be a system of

common symbols and meanings. It provides the shared rules

governing cognitive and affective aspects of membership in an

organization, and the means whereby they are shaped and

expressed. Culture is not primarily ‘inside’ people’s heads, but

somewhere ‘between’ the heads of a group of people where

symbols and meanings are publicly expressed, e.g. in work group

interactions, in board meetings but also in material objects. Culture

then is central in governing the understanding of behaviour, social

events, institutions and processes.” (Alvesson, 2002, p.3)

Mitchell (2000) lists the following key components of corporate

culture:

“THE SYSTEM OF REWARDS What type of employee behaviour

is appreciated and rewarded? Do risk takers move up in

management ranks or does the corporation reward loyalty and

long-term service instead?

HIRING DECISIONS The type of individual a company hires says

much about its culture. Is a company ready to grow and accept

new ideas by hiring a diverse workforce or is it content to keep

hiring the same type of individual to build a homogeneous

workforce?

MANAGEMENT STRUCTURE Does the corporation have a rigid

hierarchical structure? Is it managed by an executive committee or

a dominating chairman?

29
RISK-TAKING STRATEGY What is the corporation’s view of risk?

Does it encourage taking chances, trying new products and

markets? Or is it content with well established markets and

products?

PHYSICAL SETTING Is the office an open plan that encourages

communication and a sense of egalitarianism? Or are

management offices segregated from the staff workplace? Is

headquarters a monument to ownership or a functional working

environment?” (Mitchell, 2000, p.148-149)

4.2.2. Sources of organization culture

In his book, Morden (2004) mentions several sources of corporate

culture. These include:

- “Founder, or entrepreneur, or origins – the values, vision,

and ideology of the original founder or entrepreneur are

likely to permeate the later history of the organization.

- History and experience – organization culture is

continuously shaped during its evolution by the developing

experience and learning of the leaders, managers, and staff

who make up the enterprise.

- Basic beliefs, ethics, and ideologies – organization culture

is shaped by the basic beliefs, ethics, and ideologies that

underlie the value judgements and values systems.

- Traditions – patterns of individual and communal tradition

are likely to influence the evolution of organization culture.

Staff may have become accustomed to a culture in which

30
leaders are expected to lead, managers are expected to

manage, and subordinates are expected to follow.

- Myths, heroes, and legends – as time passes, organization

build up a rich array of legends and myths about the

exemplary (or instead infamous) acts of individuals or

groups. Myths and legends have the effect of binding

people to the organization, motivating and directing their

energies and commitment to its purpose.

- Aspirations and ambitions – the aspirations and ambitions

of founder, entrepreneur, family, president, director, leader,

manager, or employee are all powerful forces shaping the

values and character of the enterprise. Forceful leaders and

committed teams have driven many enterprises to the

“number one position” in their field, and thereby achieved

their aim “to be the best in the business”.

- Education – organizational culture and values will be

shaped by the prevailing type and level of education

experienced by founders, leaders, managers, and

employees. Educational structures may (or may not)

develop a clear historical context within which society’s

evolution may be placed.”

(Morden, 2004, p.158-160)

HNC/HND Course Book (2004) is mentioning several factors

which influence the organizational culture, including the following:

31
- “Economic conditions – in prosperous times organizations

will either be complacent or adventurous, full of new ideas

and initiatives. In recession they may be depressed, or

challenged. The struggle against a main competitor may

take on “heroic” dimensions.

- The nature of the business and its tasks – the types of

technology used in different forms of business create the

pace and priorities associated with different forms of work.

Task also influences work environment to an extent, and

this is an important visual cultural indicator.

- Leadership style – the approach used in exercising

authority will determine the extent to which subordinates

feel alienated and uninterested or involved and important.

Leaders are also the creators and “sellers” of organisational

culture: it is up to them to put across the vision.

- Policies and practices – the level of trust and understanding

which exists between members of an organization can often

be seen in the way policies and objectives are achieved, for

example the extent to which they are imposed by tight

written rules and procedures or implied through custom and

understanding.

- Structure – the way in which work is organized, authority

exercised a people rewarded will reflect an emphasis on

freedom or control, flexibility or rigidity.

32
- Characteristics of the workforce – culture will be affected by

the demographic nature of the workforce.”

(HNC/HND Course Book, 2004, p. 103 -104)

4.2.3. Visible signs of organization culture

Morden (2004) recognizes some visible signs of organization

culture. It can manifest itself in a number of different ways. These

include:

- “Socialization – members of the organization are socialized

into the prevailing culture over a period of time. Personal

behaviour patterns are modified so as to bring attitudes and

values into some accord with the expectations and

standards contained within the culture.

- Prevailing attitudes and expectations – these are shaped by

the value system that underpins the organization’s culture.

For instance, attitudes towards and expectations of

leadership, or managerial style and performance will in part

be culturally determined.

- Conventions of expected behaviour and performance –

organization culture is a major determinant of conventions

of personal and interpersonal behaviour, dress, artefacts,

expected behaviour toward customers and clients.

- Expectations of commitment and loyalty – prevailing value

systems, required standards of activity, and perceptions of

operational and managerial necessity may give rise to an

33
expectation that individual members of staff will develop

some degree of commitment and loyalty to the enterprise.

- Leadership – leadership processes protect and promote

enterprise ideology and values, and reinforce culture. The

leader is responsible for setting and example and creating

enthusiasm among managers, staff, customers and

suppliers.”

(Morden, 2004, p.160-161)

4.2.4. National cultural influences

Mitchell (2000) is making reference to the influence of national culture

specific on corporate culture. He mentions studies that were

conducted on this subject.

“A pair of studies, one regarding six Asian nations completed in 1996

by Wirthlin Worldwide, and one regarding North America conducted in

1994 by David I. Hitchcock of the Center for Strategic and

International Studies, revealed striking differences between the most

cherished values of Asian and North American business executives.

These studies underscore the point that national cultures do have

paramount influence on the formation of corporate cultures.

In Asia the top seven values listed by executives were:

1. Hard work

2. Respect for learning

3. Honesty

4. Openness to new ideas

34
5. Accountability

6. Self-discipline

7. Self-reliance

The top seven North American (United States and Canada) values

were:

1. Freedom of expression

2. Personal freedom

3. Self-reliance

4. Individual rights

5. Hard work

6. Personal achievement

7. Thinking for one’s self”

(Mitchell, 2000, p.149)

In conclusion to these studies, Mitchell (2000) says: “In Asia, there is

no mention of individual rights or any hint of reward for “thinking for

one’s self.” Hence, the type of organizational structure that has

emerged across Asia is one of a very hierarchical, bureaucratic

corporation that values such intangibles as “respect for learning” and

“honesty.” By the same token, taking the values stressed by North

American executives, you would expect to find corporations that are

less structured and more entrepreneurial than Japanese ones— and,

in general, that is very much the case. “(Mitchell, 2000, p.150)

35
Morden (2004) is mentioning survey focused specifically on European

management model, which was conducted by Bloom et al. The main

characteristics are:

- “The capacity to manage international diversity – one

characteristic that binds Europe together is the ability to handle

diversity. Japan, on the other hand, is an almost totally

homogenous society; while the USA attempts to homogenize

diversity. This acceptance of diversity has enabled European

companies to develop the ability to work successfully in other

cultures and countries, and to make effective polycentric use of

the natural human talents found there.

- An orientation towards people – in general terms,

Europeans, like the Japanese, regard people as an integral part

of business. There is less emphasis on the American and Anglo-

Saxon view of people as a “human resource” whose relationship

with the enterprise is purely an instrumental and a contractual

one. European companies may reflect this belief in the security

and quality of life offered to their workers, in their tolerance of

individual differences, and in the styles of management they

espouse.

- Social responsibility – European companies have tended to

perceive themselves to be an integral part of society. Bloom et

al. suggest that this means they:

o Act in a socially responsible way

36
o Consider profits to be one of the main goals of the

company but not its raison d’etre

o Opt for long-term thinking on strategic decisions and

investments

- Internal negotiation – the basis of many of the internal

transactions of European organizations, and of their internal

relationships, is negotiative. This means that relationships that

relationships should be long-term and based on trust.

- A degree of informality – many Europeans tend to be

sceptical about the value of formalized management systems

and written rules. The management process may be informal

and intuitive, with intense verbal communication and periodic

negotiation. Many older Europeans have bitter experience of

bureaucracies as tools of totalitarian oppression or vehicles of

official corruption. This may help sustain scepticism about the

value of the well organized, tightly controlled, and systematic

structures that their Anglo-Saxon or North European

counterparts are instead happy to develop.”

(Morden, 2004, p. 328 – 330)

4.2.5. Importance of the corporate culture

An HNC/HND Course Book (2004) state several reasons why is

concept of corporate culture important for the companies. “It has an

influence on performance of employees of the company and also

has effect on:

37
• Motivation and satisfaction of employees – by

encouraging commitment to the organization’s values and

objectives, making employees feel valued and trusted. On the

other hand, the negative culture can be influential as well.

• Adaptability of the organization – by encouraging

innovation, risk-taking, sensitivity to the environment, customer

care, willingness to employ new methods and technologies.

However, a strongly traditional culture may be powerful in

resisting risk, change and innovation.

• Image of the organization – will affect its appeal to

potential employees and customers (how attractive or

unattractive the organization is). “

(HND Course Book, 2004, p. 110)

The survey of nearly eighty companies conducted by Terrence Deal

and Allan Kennedy (1982) shows that:

 “Of all the companies surveyed, only about one third had clearly

articulated values

 Of this third, a surprising two-thirds had qualitative values, or

values. The other third had financially oriented goals that were

widely understood.

 Of the eighteen companies with qualitative values, all were

outstanding performers. There were no correlations of any

relevance among the other companies – some did okay, some

poorly, most had their ups and downs. They characterized the

38
consistently high performers as strong culture companies. (Some

of these successful companies were: General Electric, Price

Waterhouse & Co., 3M, Procter & Gamble, Hewlett-Packard,

Johnson & Johnson)“

(Deal & Kennedy, 1982, p.7).

Alvesson (2002) says about corporate culture: “A sense of common,

taken for granted ideas, beliefs and meanings are necessary for

continuing organized activity. This makes interaction possible without

constant confusion or intense interpretation and re-interpretation of

meanings. For organizational practitioners – managers and others

shaping organizational life – a developed capacity to think in terms of

organizational culture facilitates acting wisely. Insights and reflections

may be useful in relationship to getting people to do the ‘right’ things in

terms of effectiveness, but also for promoting more autonomous

standpoints in relationship to dominant ideologies, myths, fashions, etc.“

(Alvesson, 2002, p.2)

Schein (2004) is talking in his book about corporate culture and

leadership. He talks about following benefits of implementing the

concept of corporate culture: “… managers speak of developing the

“right kind of culture,” a “culture of quality” or a “culture of customer

service,” suggesting that culture has to do with certain values that

managers are trying to inculcate in their organizations. Also implied in

this usage is the assumption that there are better or worse cultures and

39
stronger or weaker cultures, and that the “right” kind of culture will

influence how effective the organization is. In the managerial literature

there is often the implication that having a culture is necessary for

effective performance, and that the stronger the culture, the more

effective the organization.” (Schein, 2004, p.7)

4.3. Examples of incorporated corporate culture principles in the

Czech companies: (Annex C – magazine and newspaper articles)

In the Intel company the motto is “risk taking”. It means that

employee can realize his ideas and innovations. However, if his

project goes wrong, he is fully responsible for the failure. Also

there is an open door policy; anyone can talk to everyone,

including the top management. And there is one more speciality

about Intel company; they will let their employees to talk to media

only if they undergo special training in media communication.

In another purely Czech company Internet Mall, employees set up

coffee club where they make their own coffee.

In the Crocodille company, that supplies sandwiches, the

employees test the new products themselves, before they go to

the market. (Lidové noviny, 2008)

Another interesting example is LMC company: interior of the

headquarters is based on feng shui principles, company has

40
incorporated ethical codex that each employee should know and

act according to it, overall corporate culture is more or less open

and informal. (Hospodářské noviny, 2008)

DHL Express is using an example of so called “heroes” when

motivating its employees. These heroes are coming from

management of the company as well as regular employees. One

of the employees said:” Only someone who worked at least one

year as a courier can mean something at this company.” (Trend

Marketing, 2008)

Vodafone Czech Republic is well known for its strong and informal

corporate culture: no suites and ties, informal way of

communication, coloured open space offices, VBO – value based

organization founded on values that came out from the survey

amongst the employees. (HR Forum, 2008)

4.4. Conclusion

The literature review provides detailed theoretical background for

conducting my primary research in the corporate culture subject.

My research will concentrate on how the principles are

implemented and used in the Czech companies, and whether the

theory works in the reality. To do so, I will conduct my primary

research in two companies and then compare and contrast results.

41
5. ANALYSIS:

Primary data were gathered via questionnaires and interviews in order to help

answer the project aim and objectives. After the collection, the data were

analyzed using the appropriate methods.

5.1. Methods for analysis:

As most of the data gathered by the primary research were qualitative, it was

very important to record them in a suitable way to draw the appropriate

conclusions from the findings. Tesch, (1990) adapted from Saunders et al,

2006, p. 479, groups analysis strategies into four main categories:

• Understanding the characteristics of the language

• Discovering regularities

• Comprehending the meaning of text

• Reflection

In order to analyse the data, there needed to be certain order of steps

developed in which analysis could have been done. As a first step, I organized

collected data into meaningful categories, which allowed me to understand the

data and analyze them systematically. Once they were put into categories, I

could identify key themes and patterns for further exploration, develop and

then test theories based on those patterns, and as the last step I could draw

and verify conclusions. The conclusions from the primary research were than

tested against the findings from secondary research, which was the theory of

corporate culture.

The analysis was divided into three sections:

42
1. Analysis of findings from the Vodafone Czech Republic a.s.

2. Analysis of findings from Telefonica O2 Czech Republic a.s.

3. Comparison of findings from the two companies and testing of the

findings against the corporate culture theory (as was explored via the

secondary research)

5.2 Findings from Vodafone Czech Republic a.s:

5.2.1. Finding from questionnaires:

This section contains findings gathered via questionnaires. For better

orientation, the section is broken down by single questions followed by my

comments on the findings and graphs where appropriate. (Annex D –

completed questionnaires from Vodafone Czech Republic a.s.)

Question 1 - Does the company have one or more visible values?

Question 2 – Do you know what they are?

1. Má vaše splečnost jednu


či více zjevných hodnot? /
2. Znáte tyto hodnoty? / Do
Does the company have
you know what they are?
one or more visible
beliefs?

Ano/Yes Ne/No Ano/Yes Ne/No

1 x x
2 x x
3 x x
4 x x
5 x x
6 x x
7 x x
8 x x
9 x x
10 x x
11 x x
12 x x
13 x x

43
14 x x
14 0 14 0
100% 0% 100% 0%
Table 1

Vodafone Czech Republic a.s. has its company values defined, and all

respondents that took part in the survey claim, they know what these values

are.

Question 3 – How do these values affect day-to-day business (work

processes)?

Table 2

3. Jak tyto hodnoty ovlivňují vaši každodenní práci (pracovní postupy)? / How do these beliefs affect day-to-
day business (work processes)?
1 Nevím - příliš si neuvědomuji. / I don't know - I'm not aware of it much.
2 Souhlasím s nimi, takže je přirozeně promítám do mé práce. / I agree with it, they are naturally part of my work.
Nijak zvláš'ť. Pracovala bych stejným způsobem i v jiné firmě. / Not really. I would work the same way in different
3 company as well.
Moje pracovní postupy asi přímo neovlivňují, ale mou chuť a pohodu při práci určitě ano. / They do not affect
4 directly my work processes, but for sure they affect my drive to work and the way how I feel.
Pozitivně - otevřený přístup, i negativně - někdy mají zaměstnanci pocit, že nemusí dodržovat žádná pravidla. /
Positively - open policy, but also negatively - sometimes employees have a feeling that they don't need to respect
5 any rules.
Některé z nich jsou přímo navázány na mou práci. Tedy hodnoty mě ovlivňují každodenně. / Some of them are
6 directly connected to my job. They affect me everyday.
Postupy jsou rychlejší, měně se dbá na formální reporting manažerovi, je možné všechny strany se kterými
jednám oslovit přímo (ne pouze na úrovni manažer s manažerem). / Processes are quicker, formal reporting to the
7 managers is not so strictly kept, I can speak with employees of all levels (not only on level manager with manager).
Díky nim mám pocit, že má moje práce nějaký smysl a nepracuji jen jako přednastavený stroj. / Because of them I
8 feel that my work has a meaning and I do not work only as a machine.
Každý zaměstnanec si tyto hodnoty uvědomuje a postupem času kariéry ve Vodafone si je zafixuje. Např.
zaměření se na zákazníka, přístup k zákazníkovi apod. / Each employee is aware of these beliefs and by the time
9 of his career in Vodafone adapts them. e.g. focus on customers, customer approach...
Snažím se hodnoty promítat do každodenní práce, při kontaktu s kolegy, ale samozřejmě i při jednání navenek.
Snažím se i o vylepšení stávajících činností, pokud usoudím, že jdou proti hodnotám. / I try to project them to my
everyday work, when dealing with colleagues, but also when dealing with external people. I also try to change
10 current processes if I feel that they are against our values.
11 Bez nich si to ani nedovedu představit. / I can't even imagine my work without them.
Každodenní práci to neovlivňuje, ale na chování celé firmy je to znát. Snaží se plnit cíle, které si stanovila a jít
cestou vytyčenou danými hodnotami. / It does not influence everyday work, but it is visible on the function of the
12 whole company. The company is trying to fulfil objectives that were defined and follow the path sated by its values.
Ovlivňují způsob mojí komunikace se spolupracovníky ve firmě, způsob řešení problémů, způsob zadávání práce a
formu pracovních výstupů. / They influence the way how I communicate with colleagues, the way how I approach
13 problems, the way how I work and the form of final outputs.
Líbí se mi jak se ve společnosti k sobě lidi ve většině případů chovají slušně, přátelsky a mají k sobě víceméně
rovnocenný přístup. Je to nepsané pravidlo a v našem oddělení většinou funguje. I tam kde nefunguje to navenek
vypadá, že ano… Dle celofiremní snahy o snižování nákladů se promítají do každodenní práce apod. / I like that in
most cases people are nice to each other within the company
44 and are more or less equal. It is unwritten rule and it
usually works in our department. Also where it does not work, it seems to outside that it does. The trend of cutting
14 cost is also apparent in the every day work.
72% of all respondents feel big influence on their day-to-day activities. They

use expressions such as: the work has some meaning, drive to work, I can’

imagine my work without them. Respondents are also influenced in the area of

choice of work clothes or the way how they communicate inside or outside the

company.

On the other hand, 21% has answered in neutral way (they would work the

same way anywhere else or they claim they are not aware of any particular

influence) and one respondent, which counts for 7% do not feel any influence

at all.

The percentage can be clearly seen in the table below:

Graph 1

Question 4 – How they are communicated in the organization?

4. Jak jsou tyto hodnoty komunikovány napříč společností? / How they are communicated to the
organization?
1 Celkem dobře, hodně záleží na oddělení. / Usually good, it depends on a department a lot.

45
2 Intranet, workshopy, postery, roadshows, wc… / Intranet, workshops, posters, roadshows, wc…
Workshopy, občasné informativní maily, intranet, sales konference, roadshow. / Workshops, occasional
3 informational emails, intranet, sales conferences, roadshow
Intranet - Newsflash, nástěnná komunikace - plakáty v budově, časopis Chilli, občasná sdělení v osobní přihrádce.
/ Intranet - Newsflash, posters on the walls inside the building, magazine Chilli, occasional information in personal
4 mailbox.
5 ano / yes
Často a srozumitelně. Intranet, školení, e-mailová komunikace, interní polepy…atd. / Often and comprehensible.
6 Intranet, workshops, e-mail communication, internal posters…
Prostředí (plakáty a nálepky na zdech), intranet, roadshows. / Inside the building (posers and stickers on the
7 walls), intranet, roadshows
Formou prezentací přímo ve firmě na schůzkách s vedením. Nebo formou prezentací během teambuildingu nebo
zakončené roadshow. / In the form of presentations in the company with members of the management. Or
8 presentations during the teambuilding or roadshow.
Prostřednictvím infonetu, některých zaměstnanců (převážně na vyšších postech), na chodbách, wc, apod. / By the
9 infonet, some employees (especially those on higher positions), in the corridors, wc…
Interní komunikací (emaily, plakáty, na workshopech, na roadshows). / Internal communication (emails, posters,
10 workshops, roadshows).
Komunikovány jsou skutečně napříč, ale napříč jsou také zadupávány. / They are communicated throughout the
11 whole company, but they are also being destroyed throughout the company.
Komunikovány jsou přes zdi v budově, kde jsou tyto hodnoty na kuchyňkách napsány nebo na různých
meetinzích, roadshow atd. / They are communicated on the walls at the building, where they are written in kitchen
12 areas, or at various meetings, roadshows, etc.
Na seminářích, setkáních celé firmy i oddělení, emaily, firemními casopisy, na firemních webových stránkách / On
13 seminars, meetings of whole company and teams, by emeils, company magazines, company web pages.
Každoroční celofiremní workshopy, stálá interní "výzdoba" připomínající některé z hodnot, interní kampaně
odvolávající se na firemní hodnoty / Yearly workshops for the whole company, permanent internal "decorations"
14 that remainds some of the values, internal campaigns focusing on company values
Table 3

There are many different ways how the company values and strategies are

communicated. They mainly use intranet and posters inside the building, also

seminars and workshops. The communication is constant and targets all

employees.

Question 5 – How do you feel about this communication?

5. Co si o této komunikaci myslíte? / How do you feel about this communication?


1 Praxe vázne za komunikací. / Reality stays behind the communication.

46
2 Je tak akorát. / It is appropriate.
3 Je dostatečná a většinou má motivační charakter. / It is appropriate and usually has motivative character.
Je dobrá, pracovníci jsou dobře informováni. Občas by mohla být více proaktivní - na Intranetu upozornit na nové
věci a nejen je zpřístupnit. / It is good, employees are well informed. Sometimes it could be more proactive - to
4 inform about new things on the intranet and not only make them accessible.
Občas je komunikace přehnaně "free a cool" - pramení spíše z našeho marketingu být co nejzajímavější za
každou cenu, někdy bohužel na úkor kvality a jasnoti sdělení. / Sometimes the communication is too much "free
and cool" - it is result of our marketing strategy to be as much interesting as possible, unfortunately sometimes at
5 the expense of quality and clarity of the message.
6 Myslím, že zasáhne velké procento zaměstnanců. / I think that majority of employees is hit by the communication.
Komunikace je v pořádku, pouze implementace občas zůstává pozadu. / Communication is all right, only
7 implementation sometimes stays behind.
Celkem dobrý nápad, jak spojit příjemné s užitečným. Zabrání se tak "suchým" přednáškám zvláště, když při
některých prezentacích jsou zaměstanci interaktivně zapojeni do diskuze. / It is a good idea how to connect
together pleasant with useful. It prevents boring presentations, especially when sometimes employees are
8 encouraged to participate in discussions.
Na infonetu je zajímavá, na wc občas obtěžuje. Člověk ji musí vnímat všude, pokud není slepý. / It is interesting on
9 the infonet, but sometimes annoying on wc. People have to see it everywhere, if they are not blind.
Jako bývalý HR člověk, si myslím, že je potřeba hodnoty zaměstnancům připomínat, občas na ně totiž člověk
zapomíná, takže opakování matka moudrosti. / As a former employee of the HR department, I think that it is
10 needed to remind to employees what are believes, sometimes people are tend to forget them.
Komunikace zavání propagandou totalitních režimů. / Communication reminds me propaganda of totalitarian
11 systems.
Není vtíravá, ale dostatečná, aby jí zaměstnanci vstřebali a uvědomili si jí. / It is not blatant, but it is enough so that
12 employees notice it and are aware of it
Je to moderní způsob komunikace, intenzivní a s vyšší účinností na zaměstnance než tradiční postupy, velká část
zaměstnanců díky intenzitě a modernímu způsobu této komunikace dané hodnoty přijímá a bere je za své. / It is
modern way of communication, intensive and with high level of effectiveness on employees than traditional ways,
13 big part of employees accepts these values due to this intensive and modern way of communication.

Přijde mi většinou poměrně zajímavá, někdy i vtipný. Občas je bohužel trochu nedotažená - člověk se dozví o
nějaké interní akci, která je v souladu s hodnotami, ale už nenásleduje informace o výsledku akce apod. Někdy
mám pocit, že je pouze účelová. Tím že proběhne, je splněna - v realitě to pak ale vypadá jinak - to už se ale
neřeší. / I think it is in most cases interesting, sometimes also funny. However sometimes a little bit unfinished -
people got to know about some internal campaign that is aligned with the values, but there is no information
following on the results of the campaign. Sometimes I feel it is only done on purpose. By doing the campaign a tick
14 is done - but the reality is sometimes different - however no one cares about that.
Table 4

64% of the respondents feel positive about the communication inside the

company. They think it has motivation character and that the majority of

employees are targeted by the communication.

However, there are some respondents that think the communication is not

good enough or feel neutral about it. The main things they complain about are

that the reality is different than what is communicated or that the

communication exaggerates or it is too much “free and cool”.

47
One of the respondents says that in most cases it is interesting and

sometimes also funny. However, at the same time he says that sometimes he

feels it is done only on purpose and there is no information following on the

results of the campaign.

The percentage can be seen in the table below:

Graph 2

Question 6 – Can you identify other attributes of corporate culture within the

company? Which?

6. Jsou u vás ve společnosti viditelné nějaké další atributy firemní kultury? Jaké? / Can you identify other
attributes of corporate culture within the company? Which?

48
Možnost volného stylu v oblékání, vznik relax zone - i když na ně nemáme čas. Další hodně záleží na přístupu
direktora daného oddělení. / No dress code, development of relax zones - even though we do not have time to use
1 them. Other things depends on the directors of the departments.
Neformálnost, uvolněnost, týmovost, odpovědnost vůči svému okolí. / Informal environment, team spirit,
2 responsibility towards others.
Neformální oblečení, design kanceláří (open space, prosklené zasedačky, barevné stěny), interní komunikace
(plakáty, nálepky). / Informal dress code, design of the offices (open space, glass meeting rooms, colourful walls),
3 internal communication (posters, stickers).
Uvolněnost co se týče oblékání, jazyka a komunikace. Oproti tomu ale velké pracovní nasazení. / Informal dress
4 code, language and communication. On the other hand, big work load.
5 Ano, nekonvenčnost. / Yes, unconventional style
6 -
7 Neformální oblečení, všichni zaměstnanci si tykají. / Informal dress code, informal style of communication.
8 Ano, např. nejsou přikázána pravidla ohledně oblékání. / Yes, e.g. no dress code.
Ano, styl oblékání, méně formální přístup, spíše přátelský. Ve Vodafone se nechodí v obleku… / Yes, informal
9 dress code, friendly style. Vodafone employees do not have to wear suits.
Vůbec úprava pracoviště (barevné stěny, dobře vybavené kuchyňky, výměna plastových kelímků za skleničky a
hrnečky - jde s našimi hodnotami, atd.) je hodně spojená s firemní kulturou, firma dělá hodně pro zaměstnance,
aby si i během náročné pracovní doby mohli odpočinout (fotbálek, wii, billiárd). / Design of the offices (colourful
walls, well equipped kitchens, change of the plastic cups to glasses and cups - aligned with our values,...) is
connected a lot with our corporate culture, company is taking good care of its employees, so they can relax during
10 their busy work hours (table football, wii, billiard).
Lidé za hodnoty schovávají neschopnost a odpor k poctivé práci. / Employees are hiding their incompetence and
11 aversion to proper work behind the values.
Těch atributů je jiste spousta, ale teď mě žádný z hlavy nenapadají / For sure there are lots of attributes, but right
12 now I cannot think about any
Uvolněný způsob oblékání, svobodomyslnost a neformálnost, která je součástí firemní kultury se promítá i do
věkové struktury zaměstnanců (mladá společnost) i toho jakým způsobem se prezentují před ostatními. / Informal
dress code, liberalism and informality, that is part of corporate culture is visible in the age structure of the
13 employees (young company) as well as the way how they present themselves to others
Důraz na originalitu - interiér kanceláří, recepce (hudba, výzdoba), vybavení firemní kavárny. Snaha o příjemné
pracovní prostředí pro zaměstnance - relax zony apod. / Stress on originality - office interiors, reception (music,
14 decorations), company cafe. Pleasant working environment - relax zones, etc...
Table 5

There are also other visible attributes of corporate culture in the Vodafone

Czech Republic a.s. One of the respondents did not answer the question and

one said there are for sure other attributes, but could not think of any at the

time. Respondent number 11 probably did not understand the question

properly, as the answer was: “Employees are hiding their incompetence and

aversion to proper work behind the values”.

49
Other attributes that were mentioned by the respondents include: dress code,

working environment – design of the offices, style of the communication, relax

areas, and company cafe.

Question 7 – What do you think about the concept of corporate culture, is it

good or bad for the company? Why?

7. Co si myslíte o konceptu firemní kultury, je to dobré nebo špatné pro společnost? Proč? / What do you
think about the corporate culture, is it good or bad for the company? Why?
Hodnotila bych to pozitivně. Lidé mohou mít určitý pocit sounáležitosti. Společnost má pak navenek jasně danou
image. / I would say it is good. People can have a feeling of belonging. Company has an unified image towards
1 outside.
Jedině dobře, máme vizi, směr a jsme čitelní pro své okolí. / Only good, we have vision, direction and we are
2 readable for the world around.
Určitě dobré. To, že se shodnu s firemními hodnotami, mě povzbuzuje. / Certainly good. The fact that I agree with
3 our values motivates me.
Určitě je to dobré. Každá společnost by měla mít koncept firemní kutlury. Tak jako jsou rozdíly mezi jednotlivými
společnostmi, tak by měl být rozdníl i ve firemní kultuře. / Certainly it is good. Each company should have concept
4 of corporate culture. As there are differences between companies, there should be difference in corporate culture.
Pokud bychom nebyli telekomunikační společnost mohlo by to pro firmu být, v některých oblastech rizikové,
nicméně jen díky výkladu této kultury některými zaměstnanci. / If we were not telecommunication company it
could be for the company, in some aspects a risk, however it would be only because of the understanding by
5 some employees.
Určitě dobré, jasně a srozumitelně jsou formulovány cíle a hodnoty společnosti. / Certainly good, values are
6 defined clearly and understandably.
Je to dobré i špatné, hodnoty přitahují mladé lidi, kteří jsou dynamiční a ženou společnost stále kupředu. Ale
zároveň trochu odrazují starší a zkušenější manažery, kteří by také byli potřeba. / It is good as well as bad,
values attracts young people, who are dynamic and drive the company ahead. But at the same time they
7 discourage older and more experienced managers that are needed as well.
Myslím, že je dobré stanovit si určité hodnoty, které vlastně všemu dávají určitý smysl a řád. / I think, that it is
8 good to define some values that give meaning and order to everything.
Dobré. Je potřeba se odlišit od jiných firem, každá firma musí být individuální, aby ji zákazníci, ale i jiní dokázali
vnímat jako individualitu a ne jako kopii či něco tuctového. / Good. It is needed to distinguish itself from other
companies, each company needs to be individual, so that the customers and other people can see them as an
9 individuality and not as a copy of something else.
Určitě dobré, firma může zaprvé na základě firemní kultury hledat na trhu práce ty správné lidi, kteří se s kulturou
ztotožňují, za druhé firemní kultura pomáhá stmelovat zaměstnance, připomíná jim, že jsou na jedné lodi, že
táhnou za jeden provaz. / Certainly good, company can choose new employees according to its corporate culture
10 so that they fit in, and secondly corporate culture helps to bring people together and work as a one team.
Je to dobré, ale je to jako s např. křesťanstvím. Bez církve by to bylo lepší. / It is good, but it is the same as with
11 Christians. It would be better without church.
Myslím si, že firemní kultura by měla být silná. Lidé se tak lépe ztotožní s firmou jako takovou a pracují jako jeden
tým. Ovšem na druhou stranu asi kultura tak silná jako je zvykem v japonských firmách je asi na škodu. / In my
opinion, corporate culture should be strong. People could better identify with the company and work as one team.
12 On the other hand, culture as strong as it is usual in the Japanese companies is probably not so good.

50
Jsou společnosti, kde je firemní kultura prospěšná (např. větší společnosti, kde značka a prezentace
zaměstnanců má vliv na výsledky společnosti a oslovuje cílovou skupinu na kterou se společnost zaměřuje),
jinde je firemní kultura zbytečná (rodinné firmy). Nemyslím si, že by firemní kultura nějakým způsobem působila
na společnost jako celek, působí spíš na zaměstnance interně a je svým způsobem formnou prezentace firmy
navenek, tj. reklamou působící na zákazníky a potenciál firmy. Interní působení může být prospěšné, pokud
firemní hodnoty odpovídají hodnotám zaměstnance, který je součástí firmy, jinak může působit na pracovní výkon
kontraporoduktivně. Vždy je nutné aby se zaměstnanci do určité míry s firemní kulturou ztotožnili, nicméně v
rámci rozumných mezí, pak může jejich výkon stimulovat. Firemní kultura, vhodně zvolené hodnoty a jejich
vhodná prezentace navenek může být přínosem pro firmu, jako forma reklamní komunikace. / There are
companies, where corporate culture is beneficial (e.g. big organizations where brand and employee
representation has influence on results of the company and is attracting target group of the company), in other
companies is corporate culture unnecessary (family businesses). I do not think that corporate culture influences
company as a whole, it is more influencing employees internally a is presentation of the company to the outside
world in some way, that means it is and advertisement influencing customers and potentional companies. Internal
influence can be beneficial, when corporate values match values of the employee, who is the part of the
company, otherwise it can be contra productive. It is always necessary, that employees can identify with the
corporate values to some degree, however in a reasonable way, than it can make them work harder. Corporate
culture, well defined values and their right presentation can be beneficial for the company, as form of the
13 advertisement.
Určitě je to dobré, pokud jsou hodnoty zaměstnancům blízké. V případě, že se s nimi neztotožňují nebo jim jsou
nepříjemné, tak je to spíš kontraproduktivní. Společnost to každopádně stmeluje a zaměstnanci se podle firemní
kultury mohou orientovat i při výběru nového zaměstnavatele. / Certainly it is good, in case when employees can
identify with the values. If they cannot identify with them or they do not like them, it can be contra productive.
However it pulls the company together, and employees can also take corporate culture to mind when searching
14 for a new job.
Table 6

79% of the respondents answered positively, 21% of them answered in a

neutral way. None of the respondents answered in a negative way.

The main reasons why they think the whole concept is good for the company

include: feeling of belonging and loyalty, clearly defined purpose and direction,

unified image of the company, motivation.

On the other hand, some other opinions on the corporate culture concepts

were: it is good for a big company, but for a small one it is not so important or

that very strong corporate culture is not good either (respondent is mentioning

Japanese companies in his answer).

The percentages can be seen in the graph below:

51
Graph 3

Question 8 – Do you feel loyal to the company where you work? Are you proud

that you work for “this” company? Why?

8. Cítíte se být loajální vůči společnosti? Jste hrdí že pracujete zrovna pro tuto společnost? Proč? / Do you
feel loyal to the company where you work? Are you happy/proud that you work for “this” company? Why?
1 Ano, ano, férové jednání vůči klientům / Yes, yes, fair treatment of the clients.
Ano. Jsem v práci a s prací spokojen. Baví mě. Lidé většinou spolupracují, jsou velmi otevřeni. / Yes. I am satisfied
2 with my job. I enjoy it. People usually cooperate well, they are opened.
Jsem hrdá, že pracuji pro svého zaměstnavatele. Považuji ho za jednoho z nejlepších v ČR. / I am proud that I
3 work for that company. I think it is one of the best in CZ.
Cítím se být loajání vůči společnosti a jsem hrdá že pro ni pracuji. VF CR má velmi dobrou pověst co se týče
vztahu k zákazníkům, její firemní politika a vztah k zaměstancům je také velmi dobrý. / I am loyal to the company
and proud that I work for it. VF CZ has a very good reputation regarding the customer relations, its company policy
4 and employee relations are good as well.
Ano, ano i když naše síť není zrovna perfektní :-) společnost má dobré jméno, jak vůči veřejnosti, tak když ji má
člověk v životopisu. / Yes, despite the fact that our network coverage is not perfect :) company has a good name,
5 outside the company as well as on cv.
6 Ano / Yes
Společnost propaguje hodnoty a postoje, se kterými se mohu ztotožnit, to umocňuje moji loajalitu a hrdost na
zaměstnavatele. / Company is promoting values and attitudes that I can relate to, it makes me loyal and proud of
7 the company.
Vzhledem k tomu, že firma je loajální ke mně, jsem loajální i já k ní. / As the company is loyal to me, I am loyal to
8 the company.
Ano, je to firma s velkou tradicí, každý Vodafone zná, je to jeden z nejlepších zaměstnavatelů v ČR. A hlavně je to
firma, která je známá v mnoha zemích světa, prezentuje se i prostřednictvím různých charitativních projektů,
sportovních událostí apod. Nikdo nemusí dlouho přemýšlet nad tím, kdo je Vodafone. / Yes, it is company with
tradition, everyone knows Vodafone, it is one of the best employers in CZ. More importantly it is a company that is
well known around the world, it presents it selves through various charitable projects, sport games, etc. No one
9 needs to think long to know who Vodafone is.
Ano, loajální jsem. Jsem hrdá na to, že pracuji pro Vodafone. / Yes, I am loyal. I am proud that I work for
10 Vodafone.

52
11 Ano, jsem. Zejména kvůli lidem, se kterými pracuji. / Yes, I am. Mostly because of the people that I work with.
Ano, cítím se loajální vůči této firmě a jsem hrdá na to, že zde mohu pracovat. Líbí se mi tu. Proč? Mám to kousek
od baráku, budova je pěkně vymyšlená, prostředí příjemné, zatím jsem potkala samé fajn lidi a tak. / Yes, I feel
loyal to the company and I am proud that I can work here. I like it here. Why? Because it is near to my home, the
12 building is nicely designed, pleasant environment, I have met only nice people and so on.
Cítím se loajální a spokojený, protože většina firemních hodnot odpovídá mým názorům a firma mi poskytuje to, co
očekávám a vnímám jí jako nadstandardně vstřícnou ve vztahu k zaměstnancům. / I feel loyal and I am satisfied,
because majority of the company values are the same as my personal values and the company offers me what I
13 expect, I think the company is very helpful to the employees.
Myslím si, že jsem loajální, ale hrdá už tolik nejsem jako dřív. Hodnoty společnosti jsou teoreticky v pořádku, horší
je jejich naplňování. / I think I am loyal, however not as proud as in the past. Values of the company are all right,
14 but their fulfilment is worse.
Table 7

Almost all respondents (93%) answered that they are proud to work for the

company. None answered “no” and only one (7%) answered in kind of neutral

way.

The main reasons for being proud a loyal to the company includes: fair

treatment, good reputation of the company, other people that work in the

company. The only person who did not reply in purely positive way said, that

she is loyal to the company, but not so proud as in the past. The main reason

for this is, she said, the fulfilment of the company values. Percentages can be

seen in graph below:

Graph 4

53
Question 9 – Does the working environment or corporate culture influence your

work performance, do you feel motivated? Why?

9. Má pracovní prostředí a celková firemní kultura vliv na vaše pracovní výsledky, cítíte se více osobně
motivováni? Proč? / Does the working environment or corporate culture influence your work performance, do
you feel more motivated? Why?
Na výsledky myslim, že ne. Motivace opět záleží od přístupu nadřízeného. Nicméně pracovní prostředí má určitě
vliv na pocit daného člověka, takže možná částečně i na výsledky (částečně vyvracím první větu). / I don't think it
influences my working performance. Motivation depends on superior's approach. However, working environment
1 has influence on how employees feel, so maybe it influences working performance as well.
2 Určitě. Cítím se komfortně a dobře a odráží se to i v práci. / Certainly. I feel comfortable a it influences my work.
Cítím se motivovaná hlavně představou, v jakých pochmurných prostředích pracují moji známí. Takže pracovní
prostředí a slušná interní komunikace je určitě velkým plus. / Knowing in what bad conditions others work
3 motivates me. So working environment and good internal communication are certainly a benefit.
Ano. V hlučném prostředí se nemohu soustředit. Volný styl oblékání (na rozdíl od povinného nošení kostýmků)
dává též pocit pracovní pohody. / Yes. I cannot concentrate in noisy environment. Informal dress code also gives
4 relaxed feeling at work.
Ano má, silná firma si může dovolit nediskriminovat (zejména v rámci pohlaví), je důležité příjemné pracovní
prostředí. / Yes, strong company does not support discrimination (regarding sexes), it is important to have nice
5 working environment.
Pracovní prostředí se prostřednicvím své práce snažím spoluvytvářet, sama cítím, že zaměstnanci příjemné
pracovní prostředí oceňují. viz. Fuel. Samozřejmě je příjemné pracovat v motivujícím pracovním prostředí a
uvolněné atmosféře. / It is part of my job to create pleasant working environment, I know that employees
appreciate nice environment, eg. Fuel. Of course it is nice to work in environment that motivates you and where is
6 relax atmosphere.
Ano, viz odpověď 8. To co firma propaguje a za čím si stojí, je samo o sobě motivací. / Yes, viz. No. 8. The
7 values of the company are motivating it selves.
Ano, v pracovním prostředí se cítím volněji. A motivací je pro mě určitě zájem firmy o zaměstnance. / Yes, I feel
8 relaxed in our working environment. And also company's care of its employees is motivating.
Většinou ano, je důležité pracovat v renomované firmě, člověk se cítí být zavázán pracovat pečlivě a spolehlivě. /
Usually yes, it is important to work in well known company, employees feel more attached and are more punctual
9 and reliable.
Určitě ano, hezké pracovní prostředí mi umožňuje podávat lepší pracovní výkony. Také pokud existují urč.
pravidla komunikace v rámci firemní kultury, lépe se mi jedná s kolegy, protože pravidla jsou jasně nastavená, a
mohu podávat lepší výkon. Také pokud vím, že taháme všíchni za jeden provaz, jsem více motivovaná k tomu
dodávat výsledky, dotahovat věci do konce. / Certainly yes, nice working environment enables me to give good
working performance. Also, if there are certain rules of communication given, it is easier to communicate with my
10 colleagues. Also if I know that we are all one team, I am more motivated to work properly.
Ano, cítím. Mám motivaci na sobě pracovat a posouvat nejen sebe, ale i hranice kolegů. / Yes, I am. I have
11 motivation to develop myself and my colleagues.
Určitě to na pracovní výsledky vliv má. Když jsem v práci spokojená, tak i moje pracovní morálka roste. / Certainly
12 it has influence on work performance. When I am satisfied at work, my work performance gets better.
Ano. Pozitivní hodnoty, komunikace která stimuluje pracovní výkon a osobní přístup k zaměstnancům zvyšují
mojí osobní motivaci. / Yes. Positive values, communication that strengthens work performance and individual
13 approach to employees strengthen my motivation.

Cítím se motivovaná pokud věřím, že jsou hodnoty ctěny napříč společností. Naopak mě velmi demotivuje každá
zjištění vědomého porušování těchto hodnot mnohdy bohužel lidmi, kteří by je měli reprezentovat nejvíc.
Pracovní prostředí je pro mě velmi důležité a v naší firmě je jedno z nejlepších co jsem měla možnost kdy poznat.
/ I am motivated when I believe, that values are kept throughout the company. On the other hand what
demotivates me is the fact, when I found out about some intentional breach of these values, sadly in some cases
by the people that should respect them the most. Working environment is very important for me, and in our
14 company is one of the best that I could experience so far.

54
Table 8

86% of the respondents feel motivated by the working environment and

corporate culture. They feel better when working in pleasant environment.

However, two respondents (14%) were not so positive, the main reason for

that was the fact, that the company values are not always kept and fulfilled.

That can have de-motivational character. None of the respondents answered

in purely negative way.

Percentages can be seen in the graph below:

Graph 5

Question 10 – In case of strong corporate culture: co you feel somehow

uncomfortable with the concept and communication of corporate culture? (e.g. in

connection with recent communist agitation?)

55
10. V případě společnosti se silnou firemní kulturou: je vám koncept firemní kultury a jeho komunikace
nějakým způsobem nepříjemný? (např. ve spojitosti s nedávnou všudypřítomnou komunistickou agitací?) / In
case of strong corporate culture: do you feel somehow uncomfortable with the concept and communication of
corporate culture? (e.g. in connection with recent communist agitation?)
Vyloženě nepříjemný ne, nicméně určitě nikdo nemá rád pocit, pokud je do nějakých pravidel nucen. Opět záleží
na komunikaci nadřízeného. / Not really uncomfortable, however no one likes the feeling when he is forced into
1 some rules. Again it depends on communication of superiors.
Ne, jsem s ním spokojen. Jsem na ni hrdý. Je okolím obdivována. / No, I am satisfied. I am proud. It is admired by
2 others.
Není. Já jsem spíš nadšenec, takže mně optimistický přístup vyhovuje. / No. I am enthusiastic, so optimistic
3 approach is fine with me.
Nic se nemá přehánět. Přílišná propagace je kontraproduktivní. / Nothing should be too much. Too huge promotion
4 is counterproductive.
Ne, otázku považuji i vzhledem ke svému věku za irelevantní :-) tak stará nejsem :-) / No, this question is irrelevant
5 considering my age. I'm not so old.
6 Ne / No
7 Ne. Je to v pořádku. / No. It is fine.
8 Ne, není. / No, it isn't
Pokud by byla nějak nestandardní v negativní rovině, tak by mi to určitě vadilo. / If it would be somehow negative, I
9 would feel uncomfortable.
Mně osobně není, pokud se s tou danou kulturou ztotožňuji. V opačném případě má zaměstnanec vždy možnost
volby, pokud firemní kultura neodpovídá jeho/jejím hodnotám, z firmy odejít. / No, if I can identify with the corporate
10 culture. Otherwise, the employee has always choice to leave the company if he does not identify with the culture.
Pokud komunikace několikasetnásobně převyšuje naplňování firemní kultury, tak je mi z toho smutno, ale to mě
neodradí. / If communication multiply exceeds implementation of the corporate culture, it makes me sad, but it will
11 not discourage me.

12 Jak říkám, v Japonské firmě bych dělat nemohla!! / As I previously said, I could not work in a Japanese company!!
Pokud je člověk dostatečně silná a vyzrálá osobnost a umí racionálně zhodnotit firemní hodnoty a způsoby její
prezentace a pokud je firemní kultura komunikovány zábavnou, nenásilnou a vtipnou formou a nechává každému
zaměstnanci dostatek prostoru pro zachování vlastní osobnosti a vlastních názorů, pak nemusí působit rušivě a
negativně. Tj. pokud se to dělá dobře, zaměstnanci firemní kulturu nevnímají jako propagaci a nereagují na ní
negativně. Pokud by byla prezentace firemní kultury aplikovaná násilně nebo bez ohledu na situaci a osobnost
jednotlivých zaměstanců, pak by působila negativně a byla nepříjemná. / If the person has strong personality and
is mature enough, he is able to evaluate corporate values and ways of their communication, and if the corporate
culture is communicated in a funny and not pushy way, and leaves to employees enough space for their
individualism and their own opinions, than it does not have to be disturbing and negative. That means, if you do it
right, employees do not see corporate culture as propaganda and do not react in a negative way to it. If the
presentation of corporate culture would be pushed to employees without regard of the situation and individual
13 personality of the employees, than it would be negative and unpleasant.

Z firmy se dá odejít, ze státu s totalitním režimem těžko… Ale všechno co je za každou cenu lidem příliš
vnucované, myslím jednak pozbývá smyslu (vynucené nadšení prostě nebude nadšením) a jednak může vyvolávat
úplně opačné reakce. Pokud komunikace firmní kultury dává smysl a hlavní "propagátoři" se hodnotami řídí, tak je
to myslím ok. / You can leave the company, but leaving totalitarian country is difficult... But everything that is
pushed to people loses its sense (pushed excitement will not be excitement), and also can provoke opposite
14 reactions. If the corporate culture communication is sensible and main actors keep the values, that it is ok.
Table 9
Majority of the respondents do not feel uncomfortable with the concept

of corporate culture and its communication. However, there was also

opinion that if something is pushed to people too hard, it can become

56
contra productive. Also again, it is not unpleasant to employees if they

can identify with the corporate culture and its values.

Also one respondent sees this question as irrelevant, in the connection

to his/her age.

5.2.2. Findings from the interview:

This section is looking at the findings from interview with Brand

Integration Specialist. I had prepared set of questions that I asked,

mainly related to the importance of corporate culture concept, the

communication of company values and strategies within the company

and the role of global guidelines in the concept implementation. The

answers are below:

1. What do you think about corporate culture concept, is it good or bad

for the company? Why?

For sure it is good for the company, especially for the big companies

that are customer oriented. Corporate culture is not visible only

inside the company, but it is also how the company is representing

itself to the public, and whether it keeps its claims.

For example, Vodafone Czech Republic defined set of promises that

are aimed at customers and the way how they are treated.

2. How are corporate values and strategies communicated within the

company?

57
We are using different communication channels, these are: internet,

e-mails, magazine for employees, posters inside the office space,

chat with top management where employees can ask whatever they

want to know.

We also organize regular customer care conferences and

roadshows for all employees. Here, employees have the opportunity

to talk to top management and ask questions relating particular

topics.

All communication channels are closely connected.

3. What is your role in this communication?

I personally prepare and lead workshops about our brand and

company values. I do this presentations for all departments and

teams within the company, so that as many people as possible know

about our brand, what it means and how it was developed.

Our department has also consultancy role, we advise on how to use

our brand logo in line with global guidelines, e.g. in advertisement or

promotional materials.

4. Do you think that the current way of communication is sufficient?

We are trying to target as many employees as possible by using mix

of different communication channels. I believe that we are

successful almost all employees are present either on conferences,

roadshows or team workshops.

58
However, it is not easy to choose appropriate type of

communication, we cannot push that to people to hard, otherwise it

could become contra-productive. We try to use funny form of

communication, so that people like it and the can laugh as well, but

it must be also informative. Good example is short theatre plays

where members of top management are actively involved.

5. It is multinational company. To what extend are you here in the

Czech Republic free when defining the corporate values and

strategies and to what extend you have to follow values and

strategies of your mother company? Are you allowed to adjust

corporate values and strategies to our local conditions?

We always have to stay in line with global guidelines about our

brand logo and its usage, we also have to respect the main

strategies of the global company.

But we have the opportunity to adjust values and strategies

according to the local conditions. Our market is very specific.

However, we always have to stay in line with the global strategies of

Vodafone Group.

For example, our local advertising campaign from Christmas 2007

was used all around Vodafone companies as an example of well

organized and led campaign that was very successful. It was purely

Czech campaign that was using typical Czech humour, and also

was created internally.

59
As we can see from the answers above, Vodafone Czech Republic

does not underestimate the importance of corporate culture. They use

various communication channels in order to target as many employees

as possible. They are also aware of specifics of the Czech market and

adjust the global strategies accordingly so that employees and

customers can identify with them. (Annex E – interview notes from

Vodafone Czech Republic a.s.)

5.3. Findings from Telefonica O2 Czech Republic a.s:

5.3.1 Findings from questionnaires:

60
This section is looking closer at the finding from the company

Telofonica Czech Republic a.s. It is again broken down by the single

questions, followed by my comments and graphs where appropriate.

(Annex F – completed questionnaires from Telefonica O2 Czech

Republic a.s.)

Question 1 - Does the company have one or more visible values?

Question 2 – Do you know what they are?

1. Má vaše společnost
jednu či více zjevných
2. Znáte tyto hodnoty? / Do
hodnot? / Does the
you know what they are?
company have one or more
visible beliefs?

Ano/Yes Ne/No Ano/Yes Ne/No

1 x x
2 x x
3 x x
4 x x
5 x x
6 x x
7 x x
8 x x
9 x x
10 x x
10 0 10 0
100% 0% 100% 0%
Table 10

Telefonica O2 Czech Republic is company with defined company values and

all respondents that took part in my survey they know what they are.

Question 3 – How do these values affect day-to-day business (work

processes)?

61
3. Jak tyto hodnoty ovlivňují vaši každodenní práci (pracovní postupy)? / How do these beliefs affect day-to-
day business (work processes)?
1 Snažím se je dodržovat, takže se dá říct že hodně. / I try to keep them, so I can say that a lot.
Kladná motivace k práci - cítím se dobře při vykonávání své práce. / Positive motivation to work - I feel good when
2 I'm doing my job.
Ovlivňují. Především při komunikaci se zákazníky a s obchodními partnery mimo společnost. / They do. Especially
3 when dealing with customers and business partners outside the company.
Velmi. Hodnoty se promítají napříč veškerou komunikací, která jde směrem ze společnosti. Jako zaměstnanec
odd. vnější komunikace musím dbát, aby vše co děláme bylo v souladu s těmito hodnotami. / A lot. Beliefs are part
of whole communication that is going outside the company. As an employee of the external communication
4 department I have to make sure, that everything what we do is aligned with these believes.
5 Hodnoty moji práci nikterak neovlivňují / Values do not influence my work in any way
Snažím se hodnoty dodržovat při vykonávání své práce, při jednání s kolegy ve společnosti i externími lidmi / I try
6 to follow them when doing my work, when dealing with my colleagues as well as external people
Ve stylu komunikace s klienty a obchodními partnery / In the way how I communicate with clients and business
7 partners
8 V celkovém přístupu k práci a plnění úkolů / In the way how I do my work and fullfil particular tasks
9 Moc si to neuvědomuji / I am not really aware of it
Hodnoty v práci dodržuji, nejen při jednání s lidmi navenek ale i s lidmi uvnitř společnosti. Snažím se, aby vše co
dělám bylo v souladu s těmito hodnotami. / I keep company values when working, not only when dealing with
10 external clients, but also internal employees. I try to do everything in line with those values.
Table 11

80% of all respondents feel big influence on their day-to-day activities. They

try to act in line with those values, inside as well as outside the company,

when dealing with colleagues and when dealing with clients and external

partners. They also feel motivated by those values.

One respondent (10%) answered that he/she is not really aware of any

influence and one (10%) respondent do not feel any influence at all.

The percentage can be clearly seen in the table below:

62
Graph 6

Question 4 – How they are communicated in the organization?

4. Jak jsou tyto hodnoty komunikovány napříč společností? / How they are communicated to the
organization?
1 Pomocí intranetu, z úst nadřízeného, atd. / Through the intranet, from the superior…
2 Prostřednictvím intranetu, Piloti O2 / Through the intranet, Pilots O2
Také ovlivňují, nicméně komunikace mířená mimo společnost je ovlivňována více. / They influence, however
3 communication going outside the company is influenced more.
Intranet, semináře, firmní časopis, plakáty, teambuilding, setkání s vedením společnosti. / Intranet, seminars,
4 company magazine, posters, teambuilding, meeting with management
Jsou komunikovány celkem viditelně, formou intranetu a dále na různých plakátech v budově sídla společnosti /
They are communicated in quite visible way, on the intranet and also on the posters in the headquarters of the
5 company
6 Intranet, firemní časopis, Piloti O2 / Intranet, company magazine, Pilots O2
7 Intranet, semináře, plakáty / Intranet, seminars, posters
8 Semináře, od nadřízených / Seminars, from managers
9 Intranet, interní plakáty, semináře / Intranet, posters, seminars
Komunikovány jsou různými způsoby, tak aby všichni zaměstnanci byli komunikací zasaženi a firemní hodnoty
znali / They are communicated in different ways, so that every employee is targeted by this communication and
10 knows the company values
Table 12

The company is using wide range of communication methods, mainly intranet,

posters, company magazine or from superiors. The company is also using so

called Pilots O2 for the communication with the employees. One of the

63
respondents says that the communication takes many forms, so that every

employee is targeted by this communication and knows the company values.

Question 5 – How do you feel about this communication?

5. Co si o této komunikaci myslíte? / How do you feel about this communication?


1 Že je dostačující. / It is appropriate.
Je důležitá pro zaměstance - aby znali dostatečně firmní kulturu. / It is important for the employees - to know the
2 corporate culture enough.
Myslím, že v některých aspektech může působit velmi přehnaně. / I think, that in some aspects it can be
3 exaggerated.
4 Je dobrá / It is good.
5 Nevím / I don't know
Je ok, zaměstnanci by měli firemní kulturu znát a být o ni dostatečně informováni / It is ok, employees should know
6 company culture and be informed about it properly
7 Že je dostatečná / It is appropriate
8 Má na zaměstnance velký vliv / It has big influence on the employees
9 Je dostatečná / It is appropriate
Je důležité aby zasáhla všechny zaměstance a byla kontinuální / It is important that it reaches all employees and it
10 is continual
Table 13

80% of the respondents feel positive about the communication inside the

company. They think it has big influence on the employees and that the

majority of them are targeted by the communication.

One of the respondents (10%) answered “I don’t know” and one respondent

(10%) thinks that “in some aspects it can be exaggerated”.

The percentages can be seen in the table below:

64
Graph 7

Question 6 – Can you identify other attributes of corporate culture within the

company? Which?

6. Jsou u vás ve společnosti viditelné nějaké další atributy firemní kultury? Jaké? / Can you identify other
attributes of corporate culture within the company? Which?
1 Nevím / I don't know
Péče o zákazníky, velmi dobrá reklama a prezentace společnosti. / Customer care, very good advertisement and
2 promotion of the company.
Ano. Především firemní strategie, která je propagována formou různých hesel, které člověka pronásledují po celý
den v zaměstnání. / Yes. Mainly company strategy that is promoted in form of various mottos that are following
3 people the whole day at work.
Ano. Jednotné pracovní prostředí, dárky pro zaměstance. / Yes. Unified working environment, gifts for
4 employees.
5 Nevím / I don't know
Pracovní prostředí, přístup společnosti k zaměstnancům, prezentace celé společnosti navenek / Working
6 environment, the way how the company takes care of its employees, overall image of the company
Řekla bych, že i to že pokud je potřeba jsme schopni a ochotni zůstávat v práce déle než je standardní pracovní
7 doba / I would say, that also the fact that we are able and willing to stay longer then is the standard working time
8 Celková prezentace společnosti navenek, péče o zákazníky / Overall image of the company, customer care
9 Nevím / I don't know
Ano, celková image společnosti a pracovní prostředí / Yes, overall image of the company and working
10 environment
Table 14

There are also other visible attributes of corporate culture in the Telefonica O2

Czech Republic a.s. However, three respondents answered “I don’t know”,

which is quite a high number considering the total number of the respondents.

65
Other attributes that were mentioned by the respondents include: Customer

care, style of advertising, working environment and the overall image of the

company.

Question 7 – What do you think about the concept of corporate culture, is it good or

bad for the company? Why?

7. Co si myslíte o konceptu firemní kultury, je to dobré nebo špatné pro společnost? Proč? / What do you think
about the corporate culture, is it good or bad for the company? Why?
Je dobré vědět co od nás firma očekává a jak si představuje, že se toho docílí, takže určitě je to dobré pro
společnost. (udání směru). / It is good to know what company is expecting from us, and if they see how we will get
1 there, so definitely it is good for company. (to give direction).
2 Určitě dobré - firma se kladně prezentuje na trhu. / Good - positive image on the market.
Do určité míry dobré, ale pokud to vede k radikálním příkazům/zákazům může firemní kultura naopak ublížit. / To
3 some extend good - but if it leads to strict rules, it can harm the company
Dobré - umocňuje loajalitu zaměstnanců a pocit sounáležitosti. / Good - strengthens loyalty of the employees and
4 feeling of the belonging.
Pravděpodobně je to pro společnost dobré, otázkou je, do jaké míry se zaměstnanci hodnotami a kulturou řídí /
5 Probably it is good for the company, but the question is, till what extent employees act in line with corporate culture
Koncept firemní kultury je pro společnost dobrý, protože pomáhá jak soudržnosti, tak motivuje k dosažení vyššího
statutu / Corporate culture concept is good for the company, it helps to build solidarity, and also motivates to
6 achieve a higher status
Vytváří určité standardy, které mohou být očekávány od dané společnosti. Také to dává určitý řád který je nutné
akceptovat / It sets standards that should be expected from the company. It also gives certain rules that are
7 necessary to accept.
Dobré, vytváří to celkový image dané společnosti jak pro zaměstnance tak okolí / It is good, it created image of the
8 company, for the employees as well as for outside word
Je to pro společnost dobré, kvůli komunikacei mezi kolegy / It is good for the company, for the communication
9 amongst colleagues
Určitě je to pro společnost dobré, zvláště pro tak velkou a mezinárodně známou společnost jako je O2. Zákazníci
všude na světě by si měli být jisti že dostanou nejlepší možný servis a měli by vědět co od společnosti mohou
očekávat. / Certainly it is good for the company, especially for such a big and internationally known company as
O2. Customers all around the world should be sure that they will get the best possible service and they should
10 know what to expect from the company.
Table 15

80% of the respondents answered positively, 20% of them answered in a

neutral way. None of the respondents answered in a purely negative way.

The main reasons why they think the whole concept is good for the company

include: feeling of belonging and loyalty, clearly defined purpose and direction,

66
positive image of the company, assurance of the certain standard that will be

kept all around the world.

On the other hand, some other opinions on the corporate culture concepts

were: it is good for a company, but if the rules are too strict it could be harmful,

also the question was till what extend the employees are respecting those

values.

The percentages can be seen in the graph below:

Graph 8

Question 8 – Do you feel loyal to the company where you work? Are you proud

that you work for “this” company? Why?

8. Cítíte se být loajální vůči společnosti? Jste hrdí že pracujete zrovna pro tuto společnost? Proč? / Do you
feel loyal to the company where you work? Are you happy/proud that you work for “this” company? Why?

67
Určitě jsem loajální a jsem hrdý na to, že pracuji pro tuto společnost. Je to silná a prosperující společnost. / Sure I
1 am loyal and proud that I work for this company. It is strong and profitable company.
Jsem ráda že pracuji v prosperující nadnárodní společnosti - kolegové z cizích zemí, moderní pracovní prostředí,
dostačující ohodnocení. / I am glad to work in profitable international company - colleagues from foreign
2 countries, modern work environment, good salary.
Ráda pracuji pro velkou společnost, která má jméno. Nevýhoda však je, alespoň v současné společnosti, že
člověk zde není chápán jako jednotlivec, ale jako součást určitého celku. A jako součást, může být lehko
nahrazen. / I like working for a big company that is well know. The problem is, at least at the present company,
that person is not viewed here as an individuality, but only as a part of some complex. And like that, he can be
3 easily substituted.
Ano - nabízí dobré produkty, stará se o zaměstnance, i ne - jedná občas v rozporu s firemními hodnotami. / Yes -
company offers good products, takes good care of the employees, bud also no - sometimes goes against its
4 values.
5 Ano cítím se loajální a ráda pro společnost pracuju / Yes I feel loyal and I like to work for the company
Ano, protože mi vyhovuje pracovní prostředí, kolektiv i hodnoty / Yes, because I like my working environment,
6 colleagues as well as values
Ano, práce mě baví a je to společnost s dobrou reputací / Yes, I like my job and it si company with good
7 reputation
8 Ano / Yes
Jsem rád že pro společnost pracuji, je to známá firma a práce mi vyhovuje / I like working for the company, it is
9 well known company and I like my job
Ano cítím se být loajální a jsem hrdý na to, že pro tuto společnost pracuji. / Yes I feel loyal and I am proud that I
10 work for this company.
Table 16

Almost all respondents (80%) answered that they are proud to work for the

company. None answered “no” but two (20%) answered neutral way.

As the reasons why respondents are proud a loyal to the company

respondents mentioned: big and internationally known company, modern

working environment, and good reputation of the company.

One of the answers that were not purely positive was: I like working for a big

company that is well know. The problem is, at least at the present company,

that person is not viewed here as an individuality, but only as a part of some

complex. And like that, he can be easily substituted.

Another respondent said that the company not always keeps the company

values.

Percentages can be seen in graph below:

68
Graph 9

Question 9 – Does the working environment or corporate culture influence your

work performance, do you feel motivated? Why?

9. Má pracovní prostředí a celková firemní kultura vliv na vaše pracovní výsledky, cítíte se více osobně
motivováni? Proč? / Does the working environment or corporate culture influence your work performance, do
you feel more motivated? Why?

Ano, motivace je pro mě důležitá a dostává se mi jí (i když, mohlo by více), příjemné pracovní prostředí je pro mě
velmi důležité (nyní se mi dostává: nová budova, příjemný kolektiv). / Yes, motivation is important for me and I get
it (but it could be more), pleasant working environment is very important for me (now I have it: new building, good
1 work team).
Ano, určitě. Pokud se člověk cítí v zaměstnání dobře odráží se to i na jeho výsledky. / Certainly yes. If people are
2 satisfied at work it has influence on their working performance.
Rozhodně. Ale jak jsem již zmínila výše, nesmí se to přehánět, pak to může být chápáno jako znepříjemňování
pracovního procesu. Jelikož jsme přešli z kaceláří do open spaců můžu nyní pozorovat jak pracovní prostředí
ovlivňuje a motivuje. / Certainly. But as I already mentioned, if it is too much, it can be seen in a negative way. As
we just recently moved from separated offices into open space, I can see how working environment can influence
3 and motivate.
Ano, resp. částečně - časopis, rozhovory s managentem ano, ale open space ne. / Yes, partly - company
4 magazine, meetings with management yes, but open space offices no.
Jsem motivovaná spíše jinými aspekty než firemní kulturou, firemní kultura moje výsledky nikterak neovlivňuje / I
5 feel motivated by other things then corporate culture, corporate culture does not influence my work performance
6 Ano, protože klade důraz na zodpovědnost / Yes, because place emphasis on responsibility
7 Ano / Yes
8 Ano / Yes
9 Určitě, v příjemném prostředí se pracuje lépe / Certainly, it is better to work in a pleasant working environment
Určitě, pokud se mi v práci líbí a dobře se mi spolupracuje s kolegy, tak to určitě na mou motivaci má vliv. / Sure,
10 if I like my job and cooperation with colleagues is good, then certainly it has influence on my motivation.
Table 17

69
70% of the respondents feel motivated by the working environment and

corporate culture. They feel better when working in pleasant environment.

However, two respondents (20%) were not so positive, the reason for that was

the fact of too strong corporate culture (could be seen in negative way). Other

respondent that was not so positive in his/her answer see as the main problem

open space offices.

One respondent (10%) answered that he/she is motivated by other aspects

then corporate culture.

Percentages can be seen in the graph below:

Graph 10

Question 10 – In case of strong corporate culture: co you feel somehow

uncomfortable with the concept and communication of corporate culture? (e.g. in

connection with recent communist agitation?)

70
10. V případě společnosti se silnou firemní kulturou: je vám koncept firemní kultury a jeho komunikace
nějakým způsobem nepříjemný? (např. ve spojitosti s nedávnou všudypřítomnou komunistickou agitací?) / In
case of strong corporate culture: do you feel somehow uncomfortable with the concept and communication
of corporate culture? (e.g. in connection with recent communist agitation?)
Zatím jsem nepostřehl mě osobně nepříjemný způsob komunikace ohledně firemní kultury (naopak se mi někdy u
lidí líbí, když naznačují, že pouze, jako celek může být tato firma úspěšná - nesetkal jsem se ještě zde s agitací). /
I haven't seen any kind of communication that would made me feel uncomfortable yet (I like if people say, that
1 only as one team can this company be successful - I haven't seen any agitation here).
2 Ne / No
Ano, nelíbí se mi propagace určitých hesel, které na člověka "útočí" nejen téměř ve všech prostorách společnosti
3 ale i mimo ni. / Yes, I don't like promotion of some mottos, they are everywhere, inside and outside the company.
4 Ne, někdy trochu úsměvný. / No, just sometimes a bit funny.
Firemní kulturu příliš nevnímám, spíše ji ignoruji. Pokud je až příliš vtíravá, někdy mi přijde spíše směšná než
nepříjemná / I don't really perceive corporate culture, I rather ignore it. If it is too insistent, sometimes it appears
5 rather funny then unpleasant.
Ne, komunikace firemní kultury není v naší firmě přehnaná / No, communication of corporate culture is not
6 excessive
7 Neřekla bych / I would not say
8 Není to nepříjemné / It is not annoying
Pokud vím, že má nějaký smysl, pak mi koncept není nepříjemný / If I know, that is has some sense, corporate
9 culture concept is not uncomfortable for me
Koncept jako takový mi nepříjemný není, musím s ním ale souhlasit a vidět že má nějaký smysl. / Corporate
10 culture concept is not uncomfortable for me, but I have to agree with it and see that it is meaningful
Table 18

For most of the respondents the corporate culture concept and its

communication is not uncomfortable.

However, two of the respondents do not like the communication, as it is

seen as too much invasive. One respondent said that the

communication is not only inside the company, but also outside.

5.3.2. Findings from the interview:

This section is looking at the findings from interview with Brand Identity

Specialist. I had prepared set of questions that I asked, mainly related

to the importance of corporate culture concept, the communication of

company values and strategies within the company and the role of

global guidelines in the concept implementation. The answers are

below:

71
1. What do you think about corporate culture concept, is it good or bad

for the company? Why?

Corporate culture is certainly necessary, for small as well as big

international company. It is not only about visual image of the

company, but also about internal communication, overall

presentation, it has more factors. It the present time, it is necessity.

There is not a question whether there should be corporate culture,

but for the international company it is a standard. And the corporate

culture should look accordingly.

2. How are corporate values and strategies communicated within the

company?

- Magazine for the employees that is printed as well as in an

electronic form

- E-mail – mainly practical information

- Intranet

- Posters in the elevators

All those channels are connected and complement each other.

There are also posters in the corridors, which are part of the

company identity. There is no logo on them however design of the

posters is always in line with the Telefonica brand:

 Traditional view

 Open spaces and fields

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3. What is your role in this communication?

Brand department is responsible for training of new internal

employees, that get in contact with the brand (what is Telefonica

brand, how it was developed, where it is going), so that everything is

used in line with the guidelines.

Another role that the department has is consultancy role – the

design of the visuals and so on.

4. Do you think that the current way of communication is sufficient?

Target all employees is not very easy in the present time, people are

overloaded with information. It is a question how to get the

information to them effectively. For example not everyone reads e-

mails.

Form of communication is also connected with corporate identity. In

the ideal situation, it is good when employees identify with the

brand. When the way of communication is badly designed, it

becomes agitation and the employees are laughing at it.

Situation in Telefonica O2 is difficult, as it was created from two

companies that historically have totally different approach to

corporate identity:

- Český Telecom – stiff monopoly

- EuroTel – leader of the market

It will take a time to change the view of the employees.

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5. It is multinational company. To what extend are you here in the

Czech Republic free when defining the corporate values and

strategies and to what extend you have to follow values and

strategies of your mother company? Are you allowed to adjust

corporate values and strategies to our local conditions?

There is a central Brand team that is defining all guidelines – use of

bubbles, logos, claim – that is internationally defined.

Our local team is adjusting them according the needs of our market,

e.g. photo bank from which we use photos (photo of sea we can use

for holiday or roaming campaigns otherwise we need to use our

local pictures to target our local customers). If we would not adjust

campaigns to the local conditions, the customers would not be

addressed by this communication in a positive way. Example:

- T-Mobile – when launching in CZ, they used campaign with

Andre Agassi and Steffi Graf. People did not understand why

there are not some Czech people.

- Vodafone – at the beginning they used claim NOW at the end of

their campaigns. People did not understand what does it mean,

later they stopped using it.

Telefonica O2 is aware of the importance of corporate culture

concept and the importance that employees know about it and in

ideal situation can identify with it. But as historically Telefonica was

created from two absolutely different companies, the situation is

quite difficult and the time will be needed to change the view of the

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employees. They use mix of various communication channels to

communicate company values and strategies, those channels

complement each other. (Annex G – interview notes from Telefonica

O2 Czech Republic a.s.)

5.4 Summary of findings:

In this section I will compare findings from both companies that were

subject of my survey and comment on them. Also I will test the findings

against the corporate culture theory.

Both companies have clearly defined company values, and all

respondents that were subject of the survey claim, they know what

those values are. Respondents from both companies answered, that

those values have an influence on their work activities. They mainly

influence the way how employees are dealing with other people inside

as well as outside the company. Number of respondents who answered

positively is slightly higher in Telefonica O2, 80% comparing to 72% in

Vodafone. The fact that the company values influence every day

activities of the employees supports the definitions of corporate culture

that I have mentioned earlier. It corresponds with the definition given by

Marvin Bower, “the way we do things around here” as well as with the

definition given by Schein, “Culture is both a dynamic phenomenon that

surrounds us at all times, being constantly enacted and created by our

interactions with others and shaped by leadership behaviour, and a set

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of structures, routines, rules and norms that guide and constrain

behaviour.”

The main means of communication are in both companies intranet,

posters that are around offices, company magazines and workshops

and seminars. 80% of respondents from Telefonika O2 answered that

communication of company values and strategies is appropriate,

opposed to only 64% from Vodafone. The main reason, why

respondents in Vodafone were not positive about the style of

communication was that the implementation of values often stays

behind the communication.

Both companies have also other visible attributes of corporate culture.

In Vodafone it is informal atmosphere and informal dress code. Also the

working environment is informal, with relax areas. Respondents from

Telefonica O2 mentioned the overall image of the company and its

presentation. They also mentioned unified working environment. My

secondary research also showed that there are other attributes of

corporate culture than just company values. Deal & Kennedy are

mentioning the following elements: business environment, values,

heroes, the rites and rituals and the cultural network. Some of these

elements were also mentioned in the answers of the survey

participants, so it supports the idea of different elements that all

together make the company unique. Also it shows, that employees

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perceive those different thinks that make company unique and in most

cases act accordingly.

Respondents from both companies think that the concept of corporate

culture is good for the company. The percentages are almost the same,

79% in Vodafone and 80% in Telefonica O2. The main reasons why

respondents think it is beneficial for the companies are: positive

motivation, feeling of belonging or positive image. There is a reason

why especially bigger companies are implementing some of the

corporate culture principles and defining their core values and

strategies. As the HND/HNC course book says, it is beneficial for

several reasons: the concept should strengthen motivation and

satisfaction of the employees, adaptability of the organization and it

should also have an affect on image of the organization. Primary

research revealed that employees recognize some of these reasons

and in most cases see the concept as beneficial for the company.

In general, employees of both companies feel loyal and are proud that

they are working for their employer. The number of satisfied employees

is slightly higher in Vodafone, with 93%, comparing to 80% in

Telefonica O2. The reasons why employees in Telefonice O2 were less

satisfied included: the company does not always act in line with its

values, and that employees are not viewed as individuality, but they are

viewed as a part of the whole, and like that can be easily substituted.

The survey also showed that the working environment and corporate

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culture has motivational character. Employees of both companies feel

motivated by it, again the percentage is slightly higher in Vodafone

(86% comparing to 70% in Telefonica O2).

In general, the concept of corporate culture is not uncomfortable to

employees, but they have to know that it has some meaning and the

company has to act in line with its values and strategies. Vodafone

employees also mentioned that they do not like to be forced into

something, otherwise it becomes uncomfortable.

As we can see, answers of the survey participants support the idea that

company values and other visible signs of corporate identity strengthen

the motivation and loyalty of the employees. However, the survey

revealed that this is only true when employees can identify with the

company values and feel comfortable in the working environment.

Otherwise the whole concept can be uncomfortable for the employees

and become contra productive.

Both companies recognize importance of the corporate culture and that

all employees are aware of it. They both use mix of communication

channels to target all employees. Those channels complement each

other. Vodafone Czech Republic puts more stress on various

workshops and roadshows where majority of employees are present

and where they can communicate with top management and ask them

questions. Historically, the situation is more difficult in Telefonica O2, as

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the company was created from two companies with different approach

towards their corporate culture.

6. CONCLUSIONS AND RECOMMENDATIONS:

This section will wrap up the whole project and conclude it all. It will also comment

on some limitations of the survey and make recommendations for the future

researchers.

6.1. Conclusions:
As the theory of corporate culture concept shows, the concept of corporate

culture creates the company’s identity, sets certain internal rules how to do

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things and gives directions where to go. Into this concept belong things

such as values, stories, symbols, ethical rules but also the way how the

company’s offices looks or how people communicate with each other. It

strengthens employees feeling of belonging and if they can identify with the

company’s values it makes them loyal and motivated to work harder and

achieve better results.

Both companies that were subject of my survey do not underestimate the

importance of corporate culture and visual identity. They both use mix of

communication channels to target all employees, but Vodafone Czech

Republic a.s. place more importance on possibility to speak freely with the

top management during various workshops and roadshows. Telefonica O2

Czech Republic a.s. is in more difficult situation, as the company was

developed from two companies with totally different approach to this

matter. The attitude of employees is in most cases positive, they can

recognize the benefit of corporate culture for the company (this is true for

both companies).

From the results of my research I can say, that implementation of the

corporate culture concept certainly has an influence on the employees of

the company. If employees can identify with the corporate values and

overall culture of the company, it strengthens their feeling of belonging and

attachment to the company and motivates them to work harder and

achieve better results.

6.2. Recommendations:

This research has some limitations, so the results of the survey are not

absolutely valid. In order to improve the level of the research and validity of

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the results, the bigger respondent group would be needed. Both companies

are big international companies with thousands of employees (Vodafone

Czech Republic a.s. cca 2.000 employees, Telefonica O2 Czech Republic

a.s. cca 8.000 employees), so the number of respondents who took part in

my research is not adequate to the total number of the employees.

If there was the same or similar research done in the future, I would

suggest broadening the respondent group in both companies to make the

results more valid.

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