Here is the synopsis of our sample research paper on PRICEWATERHOUSECOOPERS, LEADERSHIP AND ORGANIZATIONAL CULTURE. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
This 4-page paper focuses on PricewaterhouseCooper's leadership and how it aligns itself with corporate culture. The two areas focused on were human capital (or people capital) and knowledge management. Also focused on in this paper are discussions about trends in knowledge management. Bibliography lists 3 sources.
Page Count:
4 pages (~225 words per page)
File: D0_MTpwclea.rtf
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largest professional services organization. The company also realized that trying to tie together two diverse cultures into one seamless organization was a challenge that needed to be met if the
new merger were to be successful. The end result was knowledge management - a leadership commitment to people sharing knowledge; and that knowledge being shared through technology.
PricewaterhouseCoopers leaderships focus on people and knowledge sharing was first in evidence in early 1999, as the companys first global brand positioning campaign focused on
its people and the skills and knowledge they brought to the job - rather than services that the company could offer clients (Silber, 1999). The emphasis behind the campaign was
that PwC people (i.e., employees) made the services that much better (Silber, 1999). The positioning was also geared to make PwC an attractive place for people to work (Silber, 1999).
With PwC people using their knowledge and skills to help clients, the clients would ultimately be successful (Silber, 1999). Even before this
ad was launched, the management of the new company focused on employees, more specifically, the fact that two different groups of people (totaling 150.000) from two different corporations had knowledge
that could be shared and disseminated (E-commerce Awards, 2000). In addition, knowledge about clients, skills, expertise, methods and policies - as well as other items - needed to be shared
with one another as well (E-commerce Awards, 2000). The solution, supported and applauded by the companys management, was a company-wide intranet called
KnowledgeCurve which, according to PwC, "provides the foundation for our transformation into an e-business" (E-commerce Awards, 2000). When first introduced in 1999, KnowledgeCurve, which initially reached 80,000 users, offered an
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