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Table of Contents
Introduction of company:............................................................................................................................3
Culture of the company:..............................................................................................................................3
Applying Hofstede cultural model:..............................................................................................................4
Leadership and Ethics of Company:.............................................................................................................5
Stakeholders in the company:.....................................................................................................................6
Stakes:.....................................................................................................................................................6
Attributes:................................................................................................................................................6
Responsibilities:.......................................................................................................................................6
Strategy:..................................................................................................................................................7
Recommendations:.....................................................................................................................................7
Conclusion:..................................................................................................................................................7
References...................................................................................................................................................8
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Company: Carrefour

Introduction of company:
Carrefour is known for having a global retail seller responsibility all over the globe and
managing the incredible stock organization the test has been distributed. Carrefour expanded the
concept of a European general store hypermarket that it had pioneered many years before in
Dubai, United Arab Emirates, in 1996. Business strategy is an essential element of associations
via the development of a business system of an item, productive associations in every instance
purposefully investigate market alongside patterns to produce consumer, characteristics, and
shortcomings to make a procedure arranging (Cambra‐Fierro, 2011). The obligation that the
business wishes to gather assumptions for the partners is referred to as the statement of mission.
Carrefour is entirely focused on bringing together the client's expectations, and its primary aim is
to become a standard in modern retailing in each market.

The Carrefour is a general retailer committed to allowing as many people as possible to get
customer goods while adhering to the principles of reasonable exchange and economic growth.
The Carrefour retailer's mission is to become a favored retailer everywhere it operates.
Carrefour's essential competency is something intriguing to business, even though it performs
very well inside the region in comparison to Carrefour rivals. Furthermore, another key
capability of Carrefour retailer is the way it generally cherishes its customers. The following
research will demonstrate the examination and assessments of several elements of corporate
strategy and cause to notice purpose, vision, skills, and objectives. It will demonstrate the
organization's culture, Hofstede's social mode, administration, values, and partners.

Culture of the company:

The remnants form the outer layer of the authoritative culture circle. The antiques are distinct
and visible components of Carrefour's authoritarian culture. Open entryway approach, workplace
structure, and formal wardrobe requirement for workers are a few examples of antiques. The
Carrefour's social antiquities are perceptible by the rest of the globe, but they are difficult to
comprehend (Meliyanawati, 2020). The same aims, standards, and norms are the Carrefour's
fundamental convictions. Responsibility, diversity, quality, concerted effort, energy,
respectability, and authority are among these fundamental ideas. The Carrefour board recognizes
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the need of communicating fundamental principles so that every employee may recognize and
adjust their behavior.

Applying Hofstede cultural model:

The authoritative culture model created by Hofstede is of vital importance since it has been
widely used by researchers to study the hierarchical culture of any organization. Carrefour's
hierarchical culture may also be dissected using Hofstede's social model. The model comprises
six components, which are listed below:

 Means oriented versus goals oriented:

The Carrefour has effectively established the proper balance of mean and goal orientation, as it
emphasizes the importance of attaining objectives while also encouraging representatives to
tackle obstacles if they are favorable (PRAMESTYA, 2018). Carrefour ensures that its
employees embrace the moral and include methods for attaining the allotted targets by focusing
on the mean direction since it believes trustworthiness to be its guiding principle.

 Internally driven versus externally driven:

An inside driven authoritative culture reflects the representatives' general perceptions of their
ability and knowledge. In an organization with a fundamentally inside driven authoritative
culture, representatives believe they know the unambiguous and implied needs of customers and
act accordingly.

On the outskirts, organizations with a remotely determined culture will typically zero in on the
outcomes, and representatives in such organizations agree that meeting the wants of customers is
a higher priority than business morals. As a result, they adopt a more practical rather than moral
outlook.

 Easy going work discipline versus the strict work discipline:

An assessment of Carrefour's hierarchical culture reveals that the organization is becoming

firmly associated with the trained work culture with vertical orderly advancement and tall
building. It indicates that the administration retains dynamic authority and directly governs the
representatives' work behavior (Ratna, 2020). The imaginative and creative work methods of
behaving are advanced by providing representatives with various financial and non-monetary
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prizes, nevertheless, the strengthening and independence is limited due to organizations’

predisposition toward rigid work discipline.

 Local versus Professional organizational culture

The organization encourages its representatives to think like experts. There is no promise to
behave with a certain purpose in mind. Carrefour values differences and offers a wide range of
products. It is done to take advantage of the opportunities given by such fruitful contrasts. The
Carrefour model demonstrates the importance of having an expert authoritative culture to be
effective in a highly differentiated environment.

 Open system versus the closed system:

A review of Carrefour's hierarchical culture reveals that the organization has a decent trend
toward the open side. There are open correspondence channels in Carrefour, and the hierarchical
culture is adaptive and much strengthened (Gabriel, 2015). The Carrefour's advantage also stems
from its ability to cope with a highly diverse work force.

The Carrefour has been able to ensure a high data stream and affect the knowledge, talents, and
skills of representatives from improved foundations thanks to the open social framework. Both
criteria are seen as critical by multinational organization’s such as Carrefour to meet the
changing needs of customers in various geographic zones.

 Employee orientation versus work orientation:

The Carrefour board recognizes the value of its human resources and will henceforth prioritize
employee contentment and inspiration. Even though employees are assigned onerous goals, the
management considers their needs and attempts not to overburden them, which might lead to
burnout.

Leadership and Ethics of Company:

The primary initiative entails assessing the feasibility of various areas of an organization and
developing the optimum structure for their growth. A principal chief focuses on the viability of
several divisions within an organization. Furthermore, the authoritative style emphasizes on goal
achievement rather than goal formulation, which may be typically unrealistic (Emenalo, 2012).
As a result, a strong main pioneer does not create a conventional structure for doing business, but
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rather considers changing the design to meet business objectives and the general context. While
carrying out procedures, a primary chief analyses the general public's usual reaction. The
Carrefour gang has assumed this level of power. Each outlet is designed to adapt to its own
unique situation. This contributes to the organization's sufficiency. Primary administration
recognizes the need of considering the influence of climatic variation. A main chief views
business from a social standpoint.

Morals are essential for any company entity to ensure that the business atmosphere remains
balanced. Carrefour must ensure that its clientele, who are the local community, acquire certified
things that are within the allowed term of actual usage. The organization's representatives are a
part of the community that should benefit from the organization's operations. It would be
unethical for the organization to make a large profit when the government help for its human
resources is in disarray.

Stakeholders in the company:

Stakes:
Carrefour is a public company. Individual public corporations are owned by their investors.
Furthermore, because these individuals have invested resources in the organization, they are truly
partners in the organization and are interested in the organization's responsibilities. However, the
organization's duties are truly controlled by the Board of Directors (Minow, 2012). Because of
Carrefour, the Board of Directors is made up of both investors and other stakeholders. As a
result, members of the Board of Directors who are also investors have the same stakes as other
investors.

Attributes:
Carrefour's investors and Board of Directors have a genuine stake in the company since they
genuinely own and govern it. The Board of Directors wields power via decision-making on
organizational responsibilities, and hence the investors wield power through their ability to select
and dismiss the Board of Directors. Investors are pushing partners since any decisions made by
the organization directly influence the investors economically.

Responsibilities:
The investors and Board of Directors bear a monetary commitment to Carrefour as financial
patrons and leaders. The organization should make every effort to thrive in order to bring value
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to its investors and recognition to its Board of Directors. Carrefour also has a legal duty to its
shareholders and Board of Directors. The organization should disclose to its investors all facts
pertaining to the organization's state.

Strategy:
Because of the strength and legitimacy of the investors and Board of Directors, Carrefour should
collaborate with these partners in its decisions on food waste in Italy. The new income
designation expected to requisition unsold food, therefore lowering advantages, would surely
reduce the value of Carrefour's shares in the near run.

Recommendations:
While the action does not appear to be financially or substantially beneficial, Carrefour could
purposefully expand its food waste anticipation initiatives into Italy as part of its corporate social
commitment (Zhao, 2016). Carrefour should continue to participate in this evolution and
approach its partners. There is, however, a sequence in which partners should be attended to
before others.

Carrefour must address foundations, food distribution groups, and the organization's shop
network. Following the approval of the investors and the Board of Directors, this is the next step
in the activity's urgency. Carrefour should collaborate with food distribution groups to properly
ship and transport food to foundations.

Conclusion:
An analysis of Carrefour's authoritative culture demonstrates that effective business partnerships
don't take on a hyper social bent, but rather strive to find the perfect equilibrium to build a viable
culture. Carrefour has successfully established a robust hierarchical culture that is deeply
embedded and well recognized by its extraordinarily diverse workforce. Carrefour should
address its investors and Board of Directors first since the investors will most directly experience
the effects and the Board of Directors will be able to pursue the option. Given their ownership
and authority in the firm, Carrefour should collaborate with its investors and Board of Directors.
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References
Cambra‐Fierro, J. (2011). Notions for the successful management of the supply chain: learning
with Carrefour in Spain and Carrefour in China. Supply Chain Management: An
International Journal, 148-154.

Emenalo, C. (2012). Corporate governance systems as dynamic institutions: Towards a dynamic

model of corporate governance systems. African Journal of Business Ethics, 39.

Gabriel, K. K. (2015). Organizational Development, Organizational Culture and Organizational

Change. SSRN Electronic Journal.

Meliyanawati, F. (2020). Analisis Strategi Pemasaran Pada Gerai Transmart Carrefour Pabelan
(studi kasus pada konsumen transmart carrefour pabelan). JURNAL ILMIAH
EDUNOMIKA.

Minow, N. (2012). Business Ethics and Corporate Sustainability: Studies in Transatlantic

Business Ethics - By Antonio Tencati and Francesco Perrini. Corporate Governance: An
International Review, 609-610.

PRAMESTYA, I. Y. (2018). Pengaruh Store Image terhadap Persepsi Kualitas Private Label
Carrefour “Paling Murah” di Carrefour Golden City Mall Surabaya. BISMA (Bisnis dan
Manajemen).

Ratna, D. R. (2020). Exploration of Organizational Culture, Knowledge Management,

Organizational Effectiveness. International Journal of Psychosocial Rehabilitation, 274-
291.

Zhao, X. (2016). Organizational attention to corporate social responsibility and corporate social
performance: the moderating effects of corporate governance. Business Ethics: A
European Review, 386-399.
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