PEOPLE.IDEAS.PERFORMANCE

61 their potential at Pep siCo, and we’re doing our part to lift up communities around the world. Our new goals represent the fundamental belief that the success of any business is inextricably linked to the sustainability of the world around us. Ten years into our Performance with Purpose journey, it has become even clearer to me that this is the only way to run a successful global corporation in the 21st Century. My hope is that over the next decade, more companies around the world will adopt this approach. And that together, we can usher in a new way of doing business, where we advance the interests of companies and society together, and where corporations are focused on making not just a profit, but a difference in the world’. Such statements give a clear context in which the performance of the company is going to be measured. This statement indicates the multiplicity of performance dimensions that are going to be required. It indicates the attitudes and values demanded of the staff, and of everyone associated with the company. It also indicates the „currency” of performance demands placed on the company. Source: www.bloomberg,com/indra_nooyi &8/785( As above, organization culture is concerned with the collective patterns of behavior within organizations. A critical influence on the collective patterns of behavior is the structure and delivery of work and operations (Handy, 2011). Additionally, the culture of an organization is both the basis for its management style, and also influences this in relation to how the work is supervised and managed, and how performance is measured assessed and delivered. The culture of an organization shapes and refines individual and collective attitudes values behavior and performance. It is therefore essential that the ways in which things are required to be done are clearly established, and agreed and accepted by all concerned. Distinctive and prescribed standards of conduct and behavior must be established, rather than be allowed to emerge. In particular, emergent behavior must never be tolerated where there are legal social ethical moral questions of conduct and behavior. Culture often becomes the focus of attention during periods of organizational change – when companies merge and their cultures clash, for example, or when growth and other strategic change mean that the existing culture becomes inappropriate, and hinders rather than supports progress. In more static environments, cultural issues may be responsible for low morale, absenteeism or high staff turnover, with all of the adverse effects those can have on productivity. So, for all its foundation in human behavior, corporate culture has a critical impact on an organization’s work environment and output. Organization culture is based on the following corporate and social issues (Pettinger, 2009): history and tradition: the origins of the organization; the aims and objectives of the first owners and managers and their aims, attitudes and values; nature of activities: historical and traditional activities and operations, as well as what is current and envisaged; technology: the relationship between technology and the workforce, work design, organization and structure; the extent to which technology supports and enhances operational relationships; the likely impossible impacts on operational activities and relationships of changes in technology; past present and future: the importance of the past in relation to current and proposed activities; special pressures arising from particular organizational struggles glories; the