Ring organizational culture adaptation to Lithuanian market
culture analysis. Today the Lithuanian businesses survive severe market challenges
and changes, it is important to look for and analyze the success of alternative models of organizational
cultures, to understand and adapt the Lithuanian market. This article analyzes the successful
and adaptive in different periods of market functioning SEMCO organizational culture.
The article reviews and analyzes the emergence of organizational culture, origins and factors.
SEMCO is already more than thirty years of active company when it took over from his father's
leadership Ricardo Semler. Until then, have been the traditional, strictly controlled, bureaucratic
company, which manufactured a variety of ship industry and industrial mixers. SEMCO has thirty
years of continuous growth and profit-driven story. Today SEMCO is a large multinational
company operating in different countries. Goods and services as well as the spectrum is very wide,
from factory-processing mixers, separators, pumps, mining, oil and shipping industry to environmental
consulting companies or real estate. Manual (Ricardo Semler) willingness to experiment
and make a living organization, and controlled by the same workers and not setting profit
as the primary objective , probably due to its unique organizational model formed today. Unique
is that SEMCO successfully grow and spread, despite the fact that according to traditional theories
of management and control organization should fail during the first year. Large organizations
are not characterized by flexibility and adaptability, as they become inflexible and susceptible
to market changes. Company's goal from the head of the company management was beginning
to withdraw its function and to transfer all management to company employees. Over the
past thirty years to do it. SEMCO currently headed by the Advisory Board of 10–12 people,
which rotates a few months took a CEO's chair. The organization shall be guided by the organizational
model, the base of which is not a traditional hierarchical structure. he company does not
promote the stories, myths, ceremonies and traditions since the creation of perception that this is
temporary and not important to job satisfaction. Each team forms a unique mini-ceremonies and
traditions of the set, which is also constantly changing the rules of job rotation and absence. The
only known throughout the company and the authority of the hero is the head of Ricardo. However,
since the same over the years, staff inure to the uniform rules of communication and working
with him, he is not a god or the one, the more that his organization often opposes the decision
and rejects them, because employees have the right to veto any management decisions. Also
heads the company does not have any exclusive privileges starting from a separate parking, to
the dining room. SEMCO organizational culture seen as a completely original and unique. It is
difficult to seriously squeeze into any frames of theory and classify, because the company is
constantly developing and developed without a theory or model, but simply in accordance with
democratic principles and refuse of the control, and rights of workers to the principle of delegation.
Therefore, the existing organizational culture is unique and distinct, and demonstrated good
performance, even in periods of crisis, this successful model has an interesting perspective and
analysis. In order to assist the Lithuanian businesses for sustainable development, it is considered
that alternative and successful organizational cultural analysis is necessary. We hope that this article
about SEMCO broaden understanding of organizational culture boundaries.
Article in: English
Published on-line: 2010-03-28
Keyword(s): organizational culture, ring structure, SEMCO
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Management Theory and Studies for Rural Business and Infrastructure Development eISSN 2345-0355
This journal is published under the terms of the Creative Commons Attribution-Noncommercial 3.0 Unported License. Responsible editor: Dr Audrius Gargasas.