The Corporate Culture Between the Public and the Private Sectors

The foundations to organize companys personnel are disparate between the public and the snobby orbits. These may also be different from champion country to another or from one company to another gibe to the organisation, the context of evolution and its environment. And from these foundations and values that are shared by all staff, a corporate acculturation is set. The corporate horticulture is a key variable quantity to explain the daily life and strategic choices made by a social group. The corporate culture is in a sense, a product of interior(a) culture and therefore a set of values and signs shared by the majority of employees.Seen from the outside, all companies in a country are alike workshops, warehouses, offices, uninterrupted movements of people and goods. Yet a detailed examination shows that no company is comparable to another, especially between public sector and private one, On the one hand there are for example statutes, recruitment through entrance exams a nd the automatic nature of salaries, and while on the other hand, there are for exemplification labour laws, soul goals expressed through contracts and the freedom to set pay scales, so each has its own personality, has a unique identity and image.This personality is forged around five themes the status, recruitment, remuneration, the mindset of focus and the environment in which the firm operates. One can see for example between a public sector company assurance maladie and a private company axa. Both operate in the same category of activity, assurance maladie staff does not enjoy cost reassuring status than axa staff, the civil servant status is more securing than employee status.Even their recruitment are not the same, in the public sector recruitment is oft done by concours what is not the case in the private sector. Another deference between the two sectors is shown in the system of remuneration, the latter is fixed by the state according to a pay scale with assurance m aladie while in axa is set based on skills and level of responsibility added to motivations by documentary system that is not the case in the private sector. The personality of a company also reflects the personality f its leaders, at axa, it is CEO who has a industrial-strength influence on the culture that the company wants to pass through goal setting and strategy of development. In assurance maladie even if it is managed by the state, each individual seeks to satisfy his need to belong without being dependent on the culture in all the sameed by the state. In addition the public status of assurance maladie requires that it must be transparent about its economic, financial or social situation which is not always the case with private businesses as axa.This lack of transparency oblige private company to suggest a human resources strategy that will seek to reconcile the interests of the company and the employees for a social peace, in order to show workers that they arouse an i mportant place and an opportunity of promotion so they keep their motivation. The corporate culture is like a collection of complexes allowing each individual to identify with their organization. face an unstable environment and increasingly complex, firms seek to boost their human potential. The corporate culture seems to be a response to develop this potential.But we can still consider the fate of these concerns. The corporate culture, as strong as it is not eternal. Indeed the downsizing imposed to axa staff caused a sharp questioning of the culture because axa is shown as Paternalist Company that assured lifetime employment and high wages. If there there s deference between axa corporate culture and assurance maladie culture is that it is also due to the model on which both businesses based, on one side axa being a private company that seeks to generate benefits inherited the U.S. management , in the other side model so that assurance maladie it follows the French model. Th e logical functional of American corporate culture is based on meshing so its organization is perceived primarily as a system of tasks, functions to perform and goals to achieve while in the business culture in France, the organization is designed primarily as a social system involving a community of people.