Words of Wisdom:

"my aim is getting better every day" - Gautam

Culture- Ibm V. Trilogy

  • Date Submitted: 01/28/2010 06:29 AM
  • Flesch-Kincaid Score: 61.4 
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Whenever two or more people come together with a shared purpose, they form a culture with its own written and unwritten rules for behavior.   Our families, workplaces and communities all have cultures.   These cultures have a tremendous, though rarely recognized, impact upon our behavior as individuals, and as groups.


Each cultural environment provides a somewhat unique set of standards to which we must adapt.   Our behavioral patterns change dramatically from cultural context to cultural context.   For example, on the job we are expected to behave in accordance with certain social standards.   Expectations about behaviors at work usually differ from what is expected of us in our kitchens and in our bedrooms.


We may not choose to behave in accordance with our cultures, but if we choose not to go along, we must be prepared for ongoing consequences. When we select goals for ourselves that violate the culture, we must either change the culture or endure a never-ending struggle.






        I'd like to illustrate the seeming similarities, and the actual differences, between the cultures of two organizations- Trilogy and IBM.   This comparison is unique in that it points out the major similarities between two very different organizations.   IBM with its 200,000+ employees is a virtual giant compared to Trilogy with just under 1,000 employees.   How can these two cultures be so strikingly similar?   Current industry recruiting trends follow what's desirable to college graduates!   We're fast approaching the millenium, and the new buzz-words are PEOPLE, PEOPLE, PEOPLE!!!   But, while many companies boast to potential hires of freedom and friendship, many of those same companies fall short of following through with their promises.   Realistically, there are limitations that come with having over 200,000 employees.   Likewise, there are limitations with having only 1,000 employees.   How do these two companies stack up in comparison?


        So,...

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