Huawei’s organisational culture explains how members relate to each other within the organisation

Huawei’s organisational culture explains how members relate to each other within the organisation. Huawei’s corporate culture played a role in paving the way to be listed on Fortune global 500. The company has a set of specific values that defines its culture and beliefs. External observers and internal stakeholders compare the characteristics of Huawei’s corporate culture to that of wolf-culture (bloodthirsty, resistant to coldness, and taking action in teams). According to the CEO Mr. Ren Zhengfei, Huawei has two main organisational practices, which positively influence its micro and macro environment. First is a Customer – focused attitude; an example is shown through a case in rural China were rats gnawed on Huawei cables, as well as cables of other telecom manufacturers. Unlike competitors, Huawei learned from this and developed chew-proof wires to solve the problem. This strategy created a blue ocean for huawei in the middle eastern market. The second cultural practice is high employee engagement, the company has a dedicated and committed workforce. Employees are trained to be extremely sensitive to market information and respond swiftly to market dynamics. The company encourages employees to share Knowledge and Ideas. Huawei has made dedication acceptable to its employees by implementing a performance incentive system called “employee shareholding system”. This scheme allows employees to hold shares in the company, it also means employees form a part of the organization. The CEO holds 1.42per share and the rest is owned by the remaining 82,471 employees. This method has been very effective as responsibilities and benefits are shared fairly with internal stakeholders. “Clearly Cooperation and division of work between the employees has potential of increasing the current business volume to about twenty five percent each year”. (Rajiv Weimin Yao, Vice President, Corporate affairs, India)
Huawei’s organizational culture will be further analyzed using the characteristics of Hofstede’s cultural dimension.
Internally-driven: Huawei’s employees regard their duty as completely absolute. Based on that, ethics such as honesty and accuracy are very important and it adds the most value to the customers.
Goal oriented : Huawei has a set of goals and internal results they are out to achieve, even if though there are risks involved. (wolf-culture)
Strict working discipline: the company practices a strict working culture there is therefore Control, Discipline and predictability.
Huawei is a professional company, employees either by the profession or the job content
There is room for newcomers of different types in Huawei, the company gives room for growth with ist Open system culture. On the other hand, Huawei’s Non-chinese employees are not entitled to the “employee shareholding system”.