Contents

Executive Summary:...................................................................................................................................1
Company’s Information:..............................................................................................................................2
Company’s Information and Performance:..................................................................................................2
Organizational Structure:.............................................................................................................................3
Organizational Culture:...............................................................................................................................6
Employees’ Motivation:..............................................................................................................................8
Conclusion:...............................................................................................................................................10
References:................................................................................................................................................11

Executive Summary:

This report is seeking to accomplish and submit to you is representing the effective impacts of
motivated employees on a business and how they participate in accomplishing the main vision,
mission and goals of the company, framing that concept by implementing these concepts on an
international company “Nike, Inc.,”.

The most precious asset of any company is its people, and when managed effectively can bring
considerable benefits to organizations (Mullins, 1999). People are also the most difficult resource
to come by to manage organizations People, unlike tangible goods, are valuable, have unique
requirements that must be addressed, and behaviors that need to be managed in order to
contribute to organizational development and growth.

Unsatisfied personnel provide unsatisfactory outcomes, thus it's critical for top management to
look after their staff and make sure they're happy in their jobs. They strive towards the
company's aims and target when they are pleased (Latham, 1994; Egan, 1998).

The road map of that report will be consisted of the following stages:

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 Phase (1) Phase (2) Phase (3) Phase (4) Phase (5) Phase (5)
Introduction Nike, Inc., Organizational The Employees’ The conclusion
about the topic company structure by organization’s motivations and of the report and
represented in the information analyzing and culture by its effect on the the main points
report “the mentioning and describing the analyzing and organization’s discussed in the
effectiveness of discussing its organization discussing the performance. report and which
motivating mission, vision chart. main ethics references have
employees on a and objectives. followed by the been used to
business” company outline the main
internally and ideas.
externally.

Company’s Information:

Nike, Inc., previously Blue-Ribbon Sports (1964–78), is an American sportswear corporation

based in Beaverton, Oregon. Bill Bowerman, a track & field coach at the University of Oregon,
and his former student Phil Knight launched Blue Ribbon Sports in 1964. In 1966, they created
its first retail location, and in 1972, they introduced the Nike brand shoe. In 1978, the firm was
renamed Nike, Inc., and two years later, it became public.

Nike steadily grew its business and diversified its product line through a series of acquisitions
beginning in the late 1980s. Athletes including Michael Jordan, Mia Hamm, Roger Federer, and
Tiger Woods have all endorsed Nike. The Nike Town chain stores, the first of which debuted in
1990, pay homage to these and other brand spokespersons while also offering a full variety of
Nike merchandise to customers. The company's image took a hit in the 1990s when allegations
of bad working conditions in its overseas factories surfaced.

Company’s Information and Performance:

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The corporate culture at Nike Inc. promotes company resilience and competency strategy. The
convergence of traditions, habits, values, and behavioral expectations among employees is
referred to as organizational culture.

The company’s operations are currently estimated by six performance objectives, which as
follows: quality, pace, flexibility, sustainability, reliability, and cost.

I will discuss five of the previous mentioned performance objectives on Nike as an example:

Quality it means the standard of products as measured comparing with other products of the
same features and the degree of excellence of the offered products and services to meet
consumers’ needs and requests.

Nike exert obvious efforts on products’ quality. "To deliver inspiration and innovation to every
athlete in the globe," says Nike. "Do everything possible to develop human potential," it says in
its mission statement.

Speed describing the time laps needed to finalize a product and deliver it to the customer’s
hands. Nike here owns a fast logistics and distributing network, which allow a faster response to
customers’ requests and inquires.

Flexibility transitions between tasks to be more elastic in meeting customers’ requests to win
their loyalty and satisfaction. Nike is now offering a new service that their customers can easily
find their own measurements by taking a camera capture that gives the feet length and width
giving the accurate size of the customer.

Dependability is about gaining trust and reliability from customers by staying honest with
creditability. Nike sated their customers’ desires of having a network that customers can put
notes about their shoes fitting, size and any other remarks that can be shared with other
customers.

Costs comparing between the product cost with the outcomes. Nike always clearing inventories
by announcing on sale items, which will decrease the accumulated good in inventories.

Organizational Structure:

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Nike Inc. has 44 wholly-owned subsidiaries, seven of which are situated in the United States.
Except for Nike IHM Inc., Triax Insurance Inc., and Nike (Suzhou) Sports Company Ltd., all of
the company's subsidiaries are involved in the design, marketing, distribution, and sale of athletic
and leisure footwear, apparel, accessories, and equipment. Nike IHM Inc., headquartered in the
United States, makes plastics and Air-Sole shoe cushioning components; Triax Insurance Inc.,
based in Hawaii, is an insurance firm; and Nike (Suzhou) Sports Company Ltd., situated in
China, makes footwear and Air-Sole shoe cushioning components. Nike Golf, Cole Haan
Holdings Inc., Bauer Nike Hockey Inc., Hurley International LC, Converse Inc., and Exeter
Brands Group LLC are Nike's U.S. subsidiaries.

For the years 2006 to 2011, Nike has a five-year plan to secure worldwide growth and maintain
or build market leadership of the Nike brand and related brands. By 2011, top-line revenue is
expected to increase from USD 15 billion to USD 23 billion.

The plan will include ongoing product innovation, brand leadership, and retail experience, as
well as regional development. Nike predicts further development in its home market of the
United States, the United Kingdom, Japan, and China, as well as Russia, India, and Brazil.

Nike is structured on a matrix structure, which means that each unit has various duties and
reporting lines, which might be inconvenient. Nike's performance metrics, on the other hand,
appear to paint a different tale. In a matrix system, Nike executives emphasize the significance of
leadership:

Another intriguing point is that there is usually a lot of talk about organizational structure inside
Nike, and when you first start working here, you wonder how this matrix system can truly
operate. It appears like there is no clear chain of responsibility, and it must be really difficult to
make a choice here. that's your immediate thought when you hear others describe how it works
from the outside. However, once you've been here for a bit, you’ve noticed... Here, leaders are
able to make choices fast, align people behind decisions, and gain a lot of support while moving
things forward. And, despite it appears to be sluggish and bureaucratic, the organization operates
quickly and is inventive, it is not. (Mr. Alebeek, Nike Head Office Vice President of Operations)

Nike, on the other hand, opted to create another layer of hierarchy by building a regional
headquarters for EMEA, where the matrix organization is also mirrored. The roles and

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responsibilities of management at various hierarchical levels are described in the following
sections. Starting at the top, we examine the functions of the worldwide headquarters.

Global Headquarters

Not only is Nike's global headquarters at the top of the company's hierarchical decision-making
pyramid, but it also oversees three of the company's four key markets and supervises regional
operations in the United States, the Americas, and Asia Pacific.

The infrastructure that runs these markets is situated at the global headquarters, rather than
distinct RHQs in these areas. The European RHQ, on the other hand, is in charge of the EMEA
area.

Regional Headquarters

Nike's European regional headquarters are in the Netherlands, and they're in charge of
everything.

In the EMEA area, there are 27 nations. Three nations and four regions make up the latter.

sub-regions. While major countries like Italy and France do report separately,

Smaller country markets are divided into sub-regions, according to the headquarters.

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Austria, Germany, Switzerland, and Slovenia make up the AGSS. The CEMEA is a non-profit
organization.

The CEMEA (Central Europe, the Middle East, and Africa) area is divided into two parts:
CEMEA North and CEMEA South.

Bulgaria, Croatia, the Czech Republic, Greece, Hungary, Israel, and the South

Lebanon, Poland, Russia, Slovakia, South Africa, and Turkey are among such countries. Portugal
and Spain are included in the Iberia subregion. Belgium, Denmark, Finland, Norway, the
Netherlands, and Sweden make up Northern Europe.

The major purpose for adding another layer of hierarchy at the regional level is to minimize
complexity and increase transparency within the organization.

Subsidiaries

Nike's subsidiaries have some autonomy within defined parameters. Regional permission is
required for projects that exceed the restrictions specified by the regional or global headquarters.

In most cases, operational country-level choices can be made by subsidiaries. While subsidiaries
are primarily responsible for executing plans, there is some opportunity for local initiatives and
adaptation.

Organizational Culture:

Is there a positive corporate culture at Nike?

Nike organizational culture image result "Know who you are" at Nike implies that the company's
strong internal culture matches how customers perceive it — there is no gap between the internal
and outward brands. Employees like being part of the secret, and consumers are eager to learn
more.

The corporate culture of Nike Inc. promotes company resilience and competency. Traditions,
customs, beliefs, and behavioral expectations among employees make up organizational culture.
Nike employees are given a set of instructions, regulations, and expectations for how to do their

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duties, including care for their interactions with customers and coworkers. This strategy
guarantees that the company's corporate culture is preserved, which adds to the company's
success. Nike Inc., as one of the world's largest manufacturers of athletic shoes, gear, and
equipment, continues to implement policies and initiatives to foster an organizational culture that
promotes business resilience and competency.

Nike has a corporate culture that encourages employees to act in ways that support the
company's goals. Training programs are aimed to maintain a corporate culture that is consistent
with Nike's image in sports footwear, clothing, and equipment.

Nike's Organizational Culture Features

Nike's corporate culture emphasizes creativity and innovation in order to offer items that meet
current market demands. The brand is recognized for producing cutting-edge athletic footwear,
gear, and equipment. Nike's corporate culture maintains business and market competency
through the following primary characteristics:

 Talented
 Diverse
 Inclusive

Talented. Nike Inc. recognizes the importance of both skill and innovation. This aspect of the
corporate culture highlights the importance of providing human resource assistance for product
development and internal services. As a result, Nike employs training programs to keep its
employees motivated. Coaching and mentorship programs are also available at the organization.
These strategies are based on Nike's worldwide growth strategy of developing and enabling
leaders inside the company. The goal of this aspect of Nike's corporate culture is to maintain the
talent and infrastructure required to manufacture some of the world's most popular athletic shoes,
equipment, and clothing.

Diverse. Nike's corporate culture is always evolving in terms of diversity. This aspect of the
business culture, according to the corporation, contributes to a dynamic staff. Nike's creativity,
innovation, brand image, and, as a result, competitive advantage is all boosted by diversity. The
corporation maintains diversity through HR programs like the Speak Up! program, which

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encourages employees to share their views. Nike's product development cycles are shortened as a
result of this element of the company culture, especially when it comes to generating new
designs for its sports shoes, gear, and equipment.

Inclusive. Nike Inc.'s corporate culture stresses diversity and inclusion. This cultural feature is
intended to reduce impediments to employee success. Nike's approach emphasizes inclusivity as
a means of achieving maximum performance, diversity, and talent development. Through a
team-based management strategy, the organization fosters this aspect of the corporate culture.
Nike also has a variety of initiatives in place, like Bias to Breakthrough (a program that removes
obstacles to innovation) and N Courage (a set of employee networks for cultural awareness and
community building). This aspect of Nike's corporate culture helps to reduce employee
difficulties and streamline the design and production processes for sports shoes, gear, and
equipment.

Nike's Corporate Culture: Benefits, Drawbacks, and Recommendations:

Nike's corporate culture has the benefit of encouraging new product development. This culture
ensures that the firm maintains its competitive advantage in the worldwide market for sports
shoes, equipment, and clothing. Nike's corporate culture also promotes employee morale through
its diversity and inclusivity. However, one downside is that management efficiency may suffer.
Although the organizational culture encourages employee participation, it also adds to the job of
Nike's management. To counteract the negative consequences of its corporate culture, Nike
should expand its investment in management talent.

Employees’ Motivation:

Nike has a corporate culture that encourages employees to act in ways that support the
company's goals. Training programs are aimed to maintain a corporate culture that is consistent
with Nike's image in sports footwear, apparel, and equipment.

Nike's corporate culture emphasizes creativity and innovation in order to offer items that meet
current market demands. The company is well-known for producing cutting-edge athletic
footwear, gear, and equipment.

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Nike staff are given a set of instructions, standards, and expectations on how to perform their
duties, considering their interactions with customers and other employees.

This strategy ensures that the company's corporate culture is preserved, which contributes to the
company's success. Nike Inc., as one of the world's largest manufacturers of athletic shoes, gear,
and equipment, continues to implement policies and initiatives to foster an organizational culture
that promotes corporate resilience and competency.

Nike believes that a skilled, valued, and engaged workforce is critical for growth and
sustainability, as well as a way to empower suppliers to engage with and value their employees.
We know that high employee engagement leads to a more efficient, agile, and committed
workforce, which benefits both individuals and organizations.

Employees that are engaged are more likely to feel physically and emotionally safe, as well as to
actively and positively contribute to their workplace. Having an engaged staff has been shown to
have a significant impact on overall business concerns including remuneration, overtime, and
working conditions.

Every company is concerned with what has to be done to maintain high levels of performance
from its employees. This entails paying particular attention to how employees might be most
motivated through incentives, rewards, and leadership, as well as the organizational setting in
which they operate (Armstrong, 2006). The study of motivation is primarily concerned with why
people behave as they do. It might be defined as the direction and persistence of activity in
general. It is concerned with why individuals select one course of action over another, and why
they stick to it, frequently for extended periods of time and in the face of obstacles and crises
(Mullins, 2005).

Motivation is thus at the heart of how an organization's innovative and productive activities are
carried out (Bloisi et al., 2003).

Motivation, it has been established, is concerned with the elements that affect people to behave
in specific ways. Arnold and colleagues (1991) identified three aspects of motivation:

1. Effort: how hard a person is trying

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2. Direction: what the individual is attempting to achieve

3. Persistence: the length of time a person tries (Armstrong, 2006)

Nike's workers are motivated by their ideology, which has the capacity to influence, inspire, and
challenge them on a daily basis. Nike Corporation's worldwide human resources strategy aims to
help unlock this potential in every area of the company by empowering leaders to make excellent
decisions that help the company develop. Nike has previously pushed employees through group
activities and brainstorming meetings in order to acquire employee perspectives and determine
how Nike's future looks and what they need to get there ( Luedke and Geisler, 2008).

Nike developed and executed the Engagement and Wellbeing (EWB) Survey during the last five
years to assess manufacturing workers' levels of engagement and experiences. They've been
expanding the reach of this poll to new factories throughout our supply chain, and monitoring
worker voice is only the beginning. The firm is actively assisting suppliers in developing skills
that will improve engagement, and this strategy is critical to our future growth with factories that
appreciate and engage people.

delivering realistic, evidence-based, and quantifiable approaches to its suppliers in order to

enhance engagement, with a 2025 aim. We anticipate all of our strategic suppliers to be
monitoring and increasing the engagement of the people who make products by 2025.

According to Herzberg, some motivating variables include responsibility, accomplishment,

acknowledgment, promotion, and the task itself. When these elements are present, a worker's
effort and performance improve. Nike has managers that are role models for their teams, living
the Nike Corporation's enthusiasm and promoting creative settings for the greatest thinking and
work. Nike employs a variety of strategies to boost employee motivation in the workplace, all of
which are highly effective in terms of how they interact with their employees individually.

Conclusion:

In light of the study's findings, a newly recruited employee should be assigned to a task for
which he has been trained and is most equipped, so that he may enjoy doing what he knows best.

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When given responsibility and power, subordinates are likewise highly motivated. Staff
members who are hardworking, talented, and ambitious should be given the opportunity to reach
their full potential.

The data also indicated that there is a clear distinction between individuals who are adequately
motivated and those who are not. This means that motivated employees feel a feeling of
belonging, acknowledgment, and accomplishment.

If employees are motivated, they will work hard to ensure that they identify with the
organization. They will carry out their responsibilities with a feeling of duty, humility, and
efficiency since they are extremely driven.

All motivated employees are indulged in their efforts to do a good job in their jobs. Employees'
needs and desires should be investigated. Seminars and workshops should be made available to
workers since they play an important role in examining the past with critiques and giving
answers and cures to present problems and concerns in the best interests of the employees and
the company.

References:
- Luedicke, Marius K.; Giesler, Markus. Advances in Consumer Research. 2008, Vol. 35,
p812-813. 2p.
- NIKE, Inc. Nike report. (2011). NIKE, Inc. Nike report, 1-9.
- NIKE, Inc. (2013) Annual report 2013. Oregon, USA: Nike Inc.
- Maslow AH (1943). A theory of human motivation. Psychol. Rev.50(4):370-396.
- Armstrong M (2006). Human Resource Management Practice, Kogan Page, Pp. 251-
269.
- Bloisi W, Cook CW, Hunsaker PL (2003). Management and Organizational Behavior,
McGraw-Hill, pp.169-208.
- Herzberg F, Mausner B, Snyderman B (1959). The Motivation to Work. New York, John
Wiley and Sons, Inc.

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