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Introduction: A Short History of Siemens’s Success
The choice of the leadership strategy and the creation of organizational culture often define a company’s success. As long as employees feel valued and appreciated, they will be willing to contribute to a company. Unless Siemens conducted its policy of investing into the staff and encouraging their development, creating the atmosphere of mutual trust would have been impossible.
Company Analysis: Strengths, Weaknesses and the Key Concerns
A rather unusual and at the same time very efficient system of human resource management combined with a well thought out human resource development strategy seems to be the key strength of the Siemens Company. Indeed, the company leader has not only developed a unique method of hiring employees, therefore, assuring that only experts should provide their services to Siemens, but also come up an impressive strategy of staff’s professional and personal growth by introducing training courses and other methods of improving the staff’s skills (“Case 2: Creating a High-Performance Culture at Siemens 10”). The fact that the company has put its stake on its employees and invests in their personal and professional evolution shows that, having chosen the track of high performance culture, Siemens has created the environment in which the company’s staff will remain motivated enough to deliver top results and follow the company’s principles of organizational behavior.
It would be wrong to claim that Siemens’s framework for building employee-manager relationships is flawless. Quite on the contrary, it also has its problems, the key one being the fact that the company’s policy presupposes relying on the employees’ integrity completely. While putting trust in the staff is important to make the later feel valuable, it is also crucial to have control over the relationships between the staff and the managers. The Siemens leader, however, clearly ignores the necessity to control the employees, making it obvious that the latter is fully trusted. Such a strategy must be combined with a very efficient motivation technique; otherwise, the employees will start abusing the opportunities provided to them by the company.
Conjuring an Appropriate Conclusion: High-Performance Culture
The head of the Siemens Company has admittedly developed a very efficient leadership style, which allows for both motivating employees for achieving perfect results and at the same time investing into the employees mentioned above (Siemens AG para. 4), thus, making sure that the human resources are going to be qualified and trustworthy. However, the human factor, which does not seem to register on the Siemens’ leader’s radar, is the reason for major concern. To be more exact, information leakage can be expected unless proper measures are undertaken.
A high-performance culture is a breakthrough in leadership and organizational behavior. By encouraging people for further professional evolution and showing that the company is ready to invest into them as valuable members of the staff, a firm motivates its members for better performance. Also, the redistribution of roles, which occurred in the Siemens Company at some point, has shown that the firm is ready to accept its employees’ specifics and wants to help the staff use its assets.
Speaking of the issue regarding the unreasonable amount of trust given to the Siemens staff, it will be reasonable to conduct a better information management policy. Once employees’ data, as well as the company’s confidential data, is secured, Siemens may reinforce the concept of corporate values, therefore, reducing the possibility of information leakage to the minimum (Khosrowpour 480).
Conclusion: Sneaking a Peek at Siemens’s Future Progress
If it were not for Siemens’ policy of promoting employees’ professional growth, the idea of complete transparency would have never worked for the company’s benefit. The given an example shows that investing in employees is the first legitimate step that a company has to take. Even though the possibility of information leakage and dishonesty still exists even in Siemens, with the help of a flexible leadership style and a unique employee-manager relationships, this possibility has been driven to nil.
Works Cited
“Case 2: Creating a High Performance Culture at Siemens.” Exploring New Horizons (10–13). 2009. Web.
Khosrowpour, Mendi. Dictionary of Information Science and Technology. Hershey, PA: Idea Group, Inc., 2012. Print.
Siemens AG. Change of leadership in Siemens Managing Board. 2013. Web.
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