...Types of the Organizational Culture There are the four types of organizational culture. Most companies will fall into one of the following categories. Understanding these organizational types will help in analyzing each company and the organizational culture appropriate for each one. One type of organizational culture is the "tough-guy culture" or "macho culture." One of the most common aspects of the tough-guy or macho culture is the quick feedback and high rewards. The pace can be break neck at times, but the obvious reward of the action is seen very quickly. From a corporate stand point, this type of organizational culture will be most often associated with really fast financial activities, such as currency trading, and brokerage. This can also apply to organizations such as a police force, or an individual athlete on a sports team. If a receiver catches a touchdown pass, you see the impact right away. This tends to be a stressful type of organizational culture that requires a certain mentality to thrive and succeed (Management Heaven, 2007). Another type of organizational culture is the "work hard/play hard" organizational culture. This type of an organizational culture that doesn't take a lot of risks, but it does take a few, and all receive fast feedback. This is something most likely to be seen in a very large company which is dependent on strong customer service. This type of organizational culture is often characterized by multiple team meetings (Management Heaven...
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...“Term Paper on Organizational Culture” Submitted to: Mr. Madan Lal Pradhan Course Instructor Organization Behavior Submitted by: Pratik Shrestha 4th Trimester, Section B Email Address: pratik.sth@gmail.com Date: September 5th, 2014 Organizational culture is a widely used term but one that seems to give rise to a degree of ambiguity. Watson (2006) emphasizes that the concept of culture originally derived from a metaphor of the organization as ‘something cultivated’. For the past number of decades, most academics and practitioners studying organizations suggest the concept of culture is the climate and practices that organizations develop around their handling of people, or to the promoted values and statement of beliefs of an organization (Schein, 2004). Culture gives organizations a sense of identity and determines, through the organization’s legends, rituals, beliefs, meanings, values, norms and language, the way in which ‘things are done around here’. An organizations’ culture encapsulates what it has been good at and what has worked in the past. These practices can often be accepted without question by long-serving members of an organization. One of the first things a new employee learns is some of the organization’s legends. Legends can stay with an organization and become part of the established way of doing things. Over time the organization will develop ‘norms’ i.e. established (normal) expected behavior patterns within the organization. A norm is...
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...Essay Topic: What is Organizational Culture? Discuss the advantages and disadvantages of having a strong culture. Introduction: Organizational culture is a system of shared ideas, values and beliefs, is a widely used term for an uncertainty in terms of estimating the nature of its effectiveness on change variables in an organization. Previously for like decades, nearly all academics and practitioners studying organizations put forward the thought of culture, as the climate and practices that any organizations build up around to deal or handle their people (Schein, 2004). An essential trend in managerial thinking in recent years has been giving confidence to managers to try to create strong organizational cultures (Watson, 2006). Schein (2004) propose that culture and leadership are conceptually intertwined. ‘Statements of values, codes of conduct, principles of public service management and so on set out in rules and regulation are simply rhetoric - or what we now call aspiration statements. Without leadership that is what they will ever be rhetoric. It is our job as administrators, managers and leaders to turn them into reality’ (O’Farrell, 2006. p.8) This study explains why managing culture is vital to successfully boost both organization performances and the public service modernization programmed. More effectively managing culture along with the issues to be addressed in terms of its useful commitment and handle in the public service are delineated. The most fascinating...
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...C H A P T E R Organizational Culture Learning Objectives After reading this chapter, you should be able to: • Describe the elements of organizational culture. • Discuss the importance of organizational subcultures. • List four categories of artifacts through which corporate culture is communicated. • Identify three functions of organizational culture. • Discuss the conditions under which cultural strength improves corporate performance. • Discuss the effect of organizational culture on business ethics. • Compare and contrast four strategies for merging organizational cultures. • Identify five strategies to strengthen an organization’s culture. 16 S I X T E E N 496 T o an outsider, PeopleSoft is one of the loopiest places on the planet. The Pleasanton, California, business management software company has nerf ball shootouts and minigolf tournaments in the hallways. Dress-down day is every day of the week. A white collar is usually a T-shirt. The bagels and gourmet coffee are free. Having fun is so ingrained that many employees—called PeoplePeople—say it’s the best place to have a bad day. PeopleSoft also values egalitarianism— treating everyone with respect and minimal status differences. Executives don’t have secretaries, special perks, or grandiose offices. “Don’t kiss up and slap down,” PeopleSoft cofounder Dave Duffield reminds everyone. In other words, give the bagel delivery guy the same respect as the company president. PeopleSoft is also extreme on...
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...paper examines the growing phenomenon of organizational culture. What is it? Why is it important? How has it changed and why? How can an organization establish or change their culture? I hope to answer all of these questions and leave people with a better understanding of the concept and what factors create a strong organizational culture in today’s workforce. What is Organizational Culture? Organizational culture is not a new concept. It has been in existence since the emergence of the business world. However, it is only relatively recently that it has been identified, and executives have taken notice and made it a priority. The culture of an organization can be compared to the personality of a human being (Chegini, 2010). Culture is the essence of what an organization represents, who they are, what they stand for, what they believe in, and what is important to them. One of the better, and simpler, definitions of organizational culture I found is “the shared values and assumptions that guide behavior in an organization” (Çakar, 2010). The fundamentals of corporate culture can include a company’s values, employee expectations, customs, factual or mythical organizational history, language, climate, etc. In some cases, organizational culture is designed and employees are encouraged and expected to achieve it. On the other hand, culture may also develop over time from the attitudes and mentalities of employees. An organizational vision and mission statement may also...
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...Organizational culture is the collective behavior of humans who are part of an organization and the meanings that the people attach to their actions. Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling. Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. Ravasi and Schultz (2006) state that organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. At the same time although a company may have "own unique culture", in larger organizations, there is a diverse and sometimes conflicting cultures that co-exist due to different characteristics of the management team. The organizational culture may also have negative and positive aspects. Hofstede (1980) looked for global differences between over 100,000 of IBM's employees in 50 different countries and three regions of the world, in an attempt to find aspects of culture that might influence business behavior. He suggested about cultural differences existing in regions and nations, and the importance of international awareness and multiculturalism for the own cultural introspection. Cultural differences reflect differences in thinking...
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...PLC | Organizational Culture | | Table of Contents Executive summary ……………………………………………………………………………….……………………………………………………….…..1 Introduction ………………………………………………………………………………………….………………………………………………………….…2 Company history ……………………………………………………………………………….………………………………………………………….…2 Type of business ……………………………………………………………..……………….…………………………………………………………….2 Management and Staff ……………………………………………………………………………………………………………………………………….3 Organization culture and characteristics …………………………………………………………………………………………………………….3 As a team ………………………………………………………………………………………………………………………………………………………5 Organization culture and performance ……………………………………………………………………………………………………………….5 Sustaining its culture …………………………………………………………………………………………………………………………………….6 How employees learn about organizational culture …………………………………………………………………………………………….6 Conclusion …………………………………………………………………………………………..………………………………………………………………6 References …………………………………………………………………………………………………………………………………………………………..7 Executive Summary Ceylon Tobacco Company is one of Sri Lanka’s most successful businesses and it caters to a wide set of crowd from age 21 and above in Sri Lanka, Maldives and Middle Eastern countries. It has being a distinctive member of British American Tobacco Company and operations span from the growing and processing of Tobacco to distribution and marketing of cigarettes. By being the solitary tobacco products producer, CTC’s unique flat organizational structure...
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...Organizational culture is a type of organizational analysis that is believed to be borrowed from the field of anthropology. It was first described as an organizational unit of concern in 1979. Subsequently when culture and its relevance to organizational systems have been matters of academic and professional concern, many books and articles are written to define and describe the nature of organizational culture. There is however no single universally accepted definition exists as of to date. The term organizational culture generally is referring to the shared meanings. Beliefs and understandings held by a particular group or organization about its problems, practices and goals. SPi Global is one of the world’s largest and most diversified Business Process Outsourcing (BPO) service providers in terms of clients, geographic presence, and capabilities. We have defined the highest standards of excellence together with our clients for Knowledge Process Outsourcing (KPO) and Customer Relationship Management (CRM). The global team of over 18,000 dedicated BPO professionals made it possible. The organizational culture of SPi Global in Parañaque are the their values, behavior and artifacts includes an organization’s expectations, assumptions, experiences, philosophy, and values that hold it together and is expressed in its self – image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, and written and unwritten...
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...Organizational culture is a system of shared beliefs & attitudes that develop within an organization & guides the behavior of its members. It is also known as "corporate culture", & has a major impact on the performance of organization & especially on the quality of work life experienced by the employees. Organizational culture "consists of the norms, values & rules of conduct of an organization as well as management styles, priorities, beliefs & inter-personal behaviors. Together they create a climate that influences how well people communicate, plan & make decisions". CONCEPT OF ORGANIZATIONAL CULTURE: - Culture consists of beliefs & behavior. It is cultivated behavior in the sense that it is learnt from the other members of the society. Organizational culture is the totality of beliefs, customs, traditions & values shared by the members of the organization. Organizational culture stress on sharing of norms & values that guide the organizational members' behavior. These norms & values are clear guidelines as to how employees are to behave within the organization& their expected code of conduct outside the organization. NATURE OF ORGANIZATIONAL CULTURE:- The main features of organizational culture are as follows:- 1. Like an individual, every organization has its own personality. 2. The personality of the organization defines the internal environment of an organization. 3. It differentiates an organization from the others. 4. It is relatively enduring or...
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...Organizational Culture Assignment Andrea Ward Instructor Joe Ackerman May 11, 2008 An organization is one that is defined as a social arrangement, agreement, or collection that pursues different and collective goals, and also possesses its own performance or presentation. An organizational culture is better known as a corporate culture and includes and contains the experiences, beliefs, values, and attitudes of that organization. You can be offered to be a part of an organization, not only in the work place, but at school, at church, or even living in a small community. I feel that organizations are meant to bring people of all types of diversities together on one accord. One of the organizations that I would love to work for and to be a part of their organizational culture would have to be Citi Bank. My son’s godmother has been employed there for quite sometime now, and just by listening to the experiences she had had with the company, makes me want to be a part of that. One of the great things about the organizations cultures is that they participate in many functions together and contribute and partake in the March of Dimes organization. Charities are organizations as well and they do bring all types of people together for one cause. I feel that giving back to the community and partaking in a charity not only helps the organization, but gives a sense of accomplishment as well. When you have something to do with a success, it...
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...Organizational Culture Danielle Patton Organizational Behavior Introduction Organizational culture can be defined as a system of shared beliefs and values that develops within an organization and guides the behavior of its members. It includes routine behaviors, norms, dominant values, and a feeling or climate conveyed. The purpose and function of this culture is to help foster internal integration, bring staff members from all levels of the organization much closer together, and enhance their performance. There seems to be a widely held misconception that throughout an organization or within a specific division there is only one uniform culture that exists. This definition does not seem adequate because it fails to recognize that in many organizations there are quite often groups that are unique of the dominant culture. They may have values that are not consistent, or outwardly reject the culture as a whole, yet at the same time they are still able to maintain their position within the firm. In addition, it has been a personal experience that in many organizations strong organizational culture can in fact be negative, and in fact actually damage the performance of their employees. The perception is due to the fact that in many organizations the culture can act as a barrier to the employee to gain status within the organization. Types of Organization Culture Clan Culture: Clan cultures are more successful when the business environment is...
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...MARY COULTER Chapter 3 © 2007 Prentice Hall, Inc. All rights reserved. Organizational Culture and Environment: The Constraints PowerPoint Presentation by Charlie Cook The University of West Alabama A Question of Culture . . . Q: What makes up the culture of a country? © 2007 Prentice Hall, Inc. All rights reserved. 3–2 The Organization’s Culture • Organizational Culture A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other. “The way we do things around here.” Values, symbols, rituals, and practices Implications: Culture is a perception. Culture is shared. Culture is descriptive. © 2007 Prentice Hall, Inc. All rights reserved. 3–3 Exhibit 3–2 Dimensions of Organizational Culture © 2007 Prentice Hall, Inc. All rights reserved. 3–4 Exhibit 3–4 Strong versus Weak Organizational Cultures © 2007 Prentice Hall, Inc. All rights reserved. 3–5 Benefits of a Strong Culture • Creates a stronger employee commitment to the organization. • Aids in the recruitment and socialization of new employees. • Fosters higher organizational performance by instilling and promoting employee initiative. © 2007 Prentice Hall, Inc. All rights reserved. 3–6 Functional versus Dysfunctional Cultures • Functional Cultures Are cultures well-suited to their environment or industry. Ex: A highly-innovative company...
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...Running Head: A practical approach to culture Nadya Munnings-Pratt Barry University (Nassau Cohort) HRD 645 Module 3 July 23th 2015 Introduction Organizational culture encompasses values and behaviors that contribute to the unique social and psychological environment of an organization. Culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits (Christiansen, B. and Koeman, J., 2015). In a practical approach, culture is something an organization “has” and is seen as a variable that can be managed by its leaders. This paper will explore my place of employment; Doctors Hospital and some of the elements of its culture. A practical approach to culture Doctors Hospital employs over 500 and we recently underwent a culture shift. Funds were invested in a foreign consultancy company that came in and worked to revamp our culture. According to Schein (1992), culture is the most difficult organizational attribute to change. His organizational model illuminates culture from the standpoint of the observer, described at three levels: artifacts, espoused values and basic underlying assumptions. At the first level of Schein's model is organizational attributes that can be seen, felt and heard by the inexperienced observer known as artifacts. From the moment you walk into Doctors Hospital you will notice a very large dated painting of the founders of the hospital. There are multiple desks in the foyer to greet customers...
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...Running Head: ADDRESSING ORGANIZATIONAL CULTURE Operationalizing Quality Assurance in Rehabilitation Agencies: The Argument for Addressing Organizational Culture Jared C. Schultz Utah State University Russell Thelin Utah State Office of Rehabilitation Note: The authors would like to thank Dr. Larry Kontosh at West Virginia University for his feedback and direction during the development of this manuscript. Abstract The issue of Quality Assurance (QA) within the State/Federal Vocational Rehabilitation (VR) program is currently receiving significant attention. State VR agencies are increasingly developing QA plans, both to meet the requirements of the Rehabilitation Services Administration, and because of the recognized value such plans bring to program development and improvement activities. The business literature clearly indicates that a large percentage of quality initiatives fail due to the organization failing to address organizational culture change as part of the quality process (Cameron, 2006). This article provides an overview of the Competing Values Framework for organizational change, and discusses the application this paradigm to the state VR setting. Recommendations for state VR agencies to include organizational cultural change in the QA process are provided. Operationalizing Quality Assurance in Rehabilitation Agencies: The Argument for Addressing Organizational Culture The research from the business literature indicates that the majority...
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...Organizational Culture is the set of shared values and beliefs that underlie a company’s identity. It is basically the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments. The organizational culture being followed at any organization is a picture of how and what their leaders are doing. The leadership style determines the type of organizational culture. Under different leadership styles we have got different organizational cultures. Fashion Inc fostered an open culture and by large it has succeeded in doing so. All employees were well integrated into the system and each individual and his/her thoughts were considered important. It promoted a rational approach to work where there are proper guidelines and procedures. Any problem with the employee be it work related or personal was listened to and the boss tried their best to give solution to the problem. Top management encouraged a supportive culture to provide a satisfying work environment for employees so they can deliver their best. Employees were delegated through their work and the boss worked with the employees side by side. Managers often fail to appreciate how profoundly the organizational climate can influence financial results. It can account for a nearly third of financial performance. Organizational climate in turn is, influenced by leadership style- by the way managers motivate direct reports, gather...
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