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DuPont Company’s Organizational Culture and Change

A brief description of the organization

DuPont is a public company that started its operations in 1802 by a person known as Eleuthere Irenee du Pont. The full name of the company is E. I. du Pont de Nemours and Company. It ranks third among the largest chemical-based companies and on the revenue, it ranks ninth. The company, which has its headquarters in Wilmington, Delaware U.S, deals with chemicals, although it had started as a gunpowder manufacturing company. The company was also involved in the manufacture of explosives and automobiles. Currently, the company has diversified its operations into a variety of products, including agriculture and nutrition.

The company manufactures and sells genetically modified foods and seeds. It has controversial issues in regard to water and air pollution. Du Pont has a total workforce of 60,000 workings in the various departments. It is an international company having branches in various parts of the world. Most departments involved in processing, research, marketing, manufacturing, and development facilities are located all over the world as branches of Du Pont. Du Pont has also been reported to have efficiently reduced its emissions of carbon. Du Pont has reduced significantly the greenhouse emissions to more than 65% from the levels in the 1990s while the energy used is 7%.

The culture of the selected organization

The culture of DuPont Company consists of the effectiveness and efficiency of the employees’ treatment. The company ensures a high level of accountability with an integrated management system. These two characteristics are proficiently implemented across operations in the company while being thoroughly managed by the objective of cost minimization.

The company also focuses on improving the safety and health of its workers while also improving the overall environmental performance. From different studies, DuPont Company has realized that it can improve its performance by reducing human suffering and reduction of pain because the focus on safety reduces the operational costs in a number of ways. For instance, when employees’ safety is valued, it implies that absenteeism of employees will reduce, and thus labour performance will improve tremendously.

In addition, when the employees realize that the company is actually concerned with only their welfare, their morale to work will be improved and enhanced. Therefore, in this way, DuPont has realized the importance of taking care of employees’ welfare in the organization.

How the organization showed the signs of the culture

There are various reasons that signify and support the fact that DuPont is excellent in upholding its organizational culture. DuPont has established the health industry, which serves as a way of ensuring that the safety and health of employees are well managed. DuPont has also greatly invested in safety to reduce direct and indirect costs and enhance employees’ performance in the organization. Statistics of the company showed that for every dollar that was invested in safety issues, 2.5 to 4 dollars were saved. In addition, the company has also solved issues, such as shortages of nurses, improvement of infection management, and reduction of medication errors (Schermerhorn, Osborn, & Hunt, 2000).

The issue of safety leadership has also been implemented in the company since it is one of the aspects that matters a lot in an organization. DuPont being ranked as one of the world’s safest companies over the past couple of years proves this fact. The company has shown excellence in ensuring educated personnel, integrating safety systems within the workforce, and ensuring committed leadership because there must be some input, efforts, or strategies put in place so that the firm can get some output from the input.

In addition, the organization expects managers and employees to work together and be able to choose methods of doing their work safely (Murth, 2013). The continuous checking of the operating systems of the company supports it. DuPont performs continuous audits in order to ensure that it identifies and solves any weaknesses in its systems.

The factors that caused the organization to embody this particular culture

Several factors have driven DuPont to choose the culture of enhancing health and safety among its employees. To begin with, DuPont seeks to enhance its production capacity and ensure efficiency and accountability. The firm can successfully attain this factor by ensuring that the employees’ welfare as well as security needs are is taken into consideration in the company. This is very essential since this can affect either the employees’ performance or their productivity. Therefore, it is the duty of the company to instill finely tuned security measures in their systems (Murth, 2013). The company also seeks to enhance unity and togetherness at work and thus, it brings the employees together by improving their working conditions.

What type of leader would be best suited for this organization

A leader who is apprehensive and discerning would best suit an organization that is majorly concerned with the employees’ welfare. This would ensure that he or she does not create a harsh environment around the employees (Mayer, Kuenzi, Greenbaum, Bardes & Salvador, 2008). This is true given the fact that favorable treatment of employees is also a step to enhancing the welfare of the employees. Likewise, if the firm does not take care of its employees’ welfare, it is likely to reduce their productivity and production.

If there is a decline in the demand for product(s) or services supplied by the organization, what change in culture would need to be in response to this situation?

Demand

Since the demand of the company has been declining, it can be improved by enhancing the welfare of the employees in order to ensure increased production in the company. Employees should also be encouraged to work together in order to ensure quality production. Therefore, when the output is of high quality, there will be an automatic increase in demand for the products (Mayer, Kuenzi, Greenbaum, Bardes & Salvador, 2008).

References

Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. (2008). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes,, 108(10), 11-13.

Murth, B. (2013). Peaking at the right time: Perceptions, expectations, and effects. Organizational Behavior and Human Decision Processes, 120(1), 62-72.

Schermerhorn, J. R., Osborn, R., & Hunt, J. G. (2000). Organizational behavior. New York: Wiley.