Case study

Culture is an important organisational facet and plays a vital role in influencing employee behaviour and a firm’s success. Organisational culture is defined as ‘the shared values and beliefs that provide the norms of expected behaviour in an organisation’ (Hogan & Coote, 2014, p. 1). The critical perspective maintains that organisational culture is constructed naturally by employees and not something that management can manipulate (Knights & Wilmott, 2012). It creates a weaker culture because the same values are not shared by all employees (Saffold III, 1988). The mainstream perspective advocates that organisational culture plays a pivotal role in a firm’s success. It describes culture as something an organisation ‘has’; it is manufactured by management to unite staff and create a common goal (Knights & Wilmott, 2012). Kermally (2005) argues that in a firm with a strong manufactured culture, it is easier to know what behaviour is expected as opposed a culture in which the behaviours and attitudes emerge naturally. This essay analyses the culture at Mars Incorporated, an American global manufacturer of pet care products, confectionery, drinks and health products. It draws on the theories of Schein (1989), Handy (1999) and Peters and Waterman’s (1982) 7s framework for culture and management. It concludes that the manufactured culture at Mars has led to its overall success.