...transactional and transformational approach in a way that it is beneficial for the progression and it proves to be productive. Changing organization's culture is an intricate task and certainly very arduous as rightly put by Schein(1992) it is the organization's composition and basal utility. If the culture is very conducive and its pertaining to a large organization which has succeeded in one's endeavors; a leader may adapt to the new culture considering the changes would not bring adequate and prominent changes since at times it becomes difficult to transmute in such organizations. A leader determined to change the culture has to be confident in his abilities and new management style and needs to make sure if its pertinent and easily adaptable. As per the survey cited in Carr et al. (1996) around 10% of the organizations were successful to confine the new management approach in the institution and the percentage up till now is somewhat around 15 to 19%. When a leader joins an organization and truly believes if there is a scope for change and can attain break through, leader should certainly opt for it considering various factors such as increase in revenue and monetary gains, customer satisfaction, technological advancement, improved process and control mechanism and acquiring an edge over the competitors. (Smith, M.E., 2003) The leader's aim needs to be pellucid, attainable and viable. The competitive priorities needs to be aligned with the company's scope and indispensable role played...
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...Case Study 8.2:Corporate Cultural Changes at Steel-Roll According to the case study 8.2: Corporate Cultural Changes at Steel-Roll, they had a survey of employees that the result are about the problems of conflict between new managers and employees. This essay will discuss the reasons for the problem, type of corporate cultures, culture dimensions faced by CEO and any suggestions. The main problem of this case is misunderstanding of culture change that we can say in three reasons. The culture of an organization defines appropriate behaviors, bonds and motivates individuals and asserts solutions where is ambiguity(Dumetz, 2012, p 232). First of all, the company appointed several new managers who graduated from Western country that means their thinking was different from Russian people. Second, corporate’s goal and objective was not clear. Most employees did not conceive the vision and mission of their company. To be good corporate culture, all people in the company should work together to achieve the organization's goals (p 228). The last reason making the conflict was the role of leader or CEO. He can not remember the values and mission’s company that means he ignore and did not concern the importance of organization culture. This is the result of low level of loyalty making employees had a gossip and nepotism. Moving onto the discussion of stereotype of corporate culture. There are four types that are derived from two related dimensions; task or person (high VS...
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...white woman who convinces two black maids to aid her in creating a book about the treatment Negro maids endure in white homes, from their own perspective. When they embark on this journey together, they overcome numerous obstacles which ultimately changes social life for women in general. When the book "The Help" is released, not only is Jackson's High Society shown the error of their ways, but they recognize a few personal secrets as well. Needless to say, their community of glass houses come crashing down around them and nothing will ever be the same! The labeling of people into individual races and the succeeding discrimination...
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...lot of bad decisions, and she {Barclay} was one. If you believed that the culture contributed to the problems, which most people did, she had to go” (Grossman, 2012, n.p.). In recent years GM has been focusing on cultural change and cost cutting programs. The new GM revealed its new emphasis after bankruptcy, which focused on “customers, cars and culture” (History & Heritage-Rebirth, n.d.). Brinkley introduced a new mandatory training program for all managers to take called “Leading in Today’s GM”. She has also implemented annual employee engagement surveys (Grossman, 2012). GM has been criticized for their top down approach of culture changing in the past. The company has a history of mistrust towards its employees. In my opinion it is a company’s biggest failure- not learning from other “top-down culture” changes that did not place trust in their employees. After learning about the conflict techniques, it’s so important to collaborate when making important decisions that require a solution. When you involve your employees they are more bought in and more involved with the change. I believe that in order for the cultural change to be completely successful, GM must empower their workers and encourage their workers to be an active part in the change program rather than just telling them what to do....
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...For the second question, firstly we need to consider how traditional Japanese culture benefited Matsushita during the period from the 1950s to the 1980s. And secondly we try to understand whether these traditional values became more of a liability during the 1990s and early 2000s. Japanese traditional Confucian culture helped Matsushita become a major economic power during the post-war years and through the 1980s. Just as my group-mate Donald has mentioned, Matsushita agreed to take care of its employees for life by providing many benefits, such as subsidized housing, retirement bonuses, and guaranteed lifetime employment. These benefits have been seen as a motivation for employees’ loyalty and commitment to the corporate. Therefore this traditional culture has built up a good industrial relationship in which the employees worked hard and Matsushita reciprocated by fulfilling their needs and wants. However, the prolonged economic slump that began in the 1990s made these commitments difficult to keep. Matsushita was saddled with high expenses and decided to cut the number of employees, in order words, abandon the lifetime employment. And this decision made many employees lose their confidence and loyalty to Matsushita. However, personally speaking, I don’t agree with the saying that traditional culture is a liability for Matsushita at that time. To better understand, I would like to share with you a video clip from Matsushita’s CEO defining about culture. According to...
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...Democratic party. In 1957, President Dwight Eisenhower, a Republican, passed a Civil Rights Act that protected African Americans’ right to vote. Though this act marked the beginning of a series of controversial legislations in a still segregated America, the act itself did not cause much turbulence. Though it officially gave African Americans the right to vote, it did not strongly protect that right. Most Americans that were not prepared for such a cultural change were not reacting dramatically to the passing of the 1957 Civil Rights Act. However, in 1960 Dwight Eisenhower passed a second Civil...
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...Cultural change program 1. Compare and contrast the old and new cultures at NAB The old culture at NAB typifies a “Market Culture”, characterised predominantly by the competitive behaviour of employees and driven by a profit motive. The facts of the case describe a bureaucratic business structure and an internally-focused culture (as opposed to customer-focused). The behaviour exemplified by the trader’s leading up to the 2004 scandal exemplifies that each individual department worked to optimise their own internal efficiency and there was a lack of divisional cooperation and communication (i.e. hoarding important information). Furthermore, the lack of adherence to the bank’s policies demonstrates that the bank had a weak compliance framework – a result of either a lack of awareness of policies and procedure or lack of accountability for when they were breached. Leaders were decisive and achievement orientated, however, the loss of these key personnel following the scandal also meant there was a lack of visible and consistent leadership. Moving away from the old “Profit is King” culture, NAB’s new culture prioritises “people, customers and communities”, and therefore epitomises a “Clan Culture”. A Clan Culture is on the opposite end of the spectrum to a Market Culture (see Appendix 1). Leaders, rather than being hard-drivers, are to be seen by staff as mentors and facilitators. A new emphasis is placed on employee morale and teamwork, so that a sense of family is created and...
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...Fetal Death Rate I could have used the book for this information; however, I wanted to try something different. “According to the 2003 revision of the Procedures for Coding Cause of Fetal Death, the National Center for Health Statistics defines fetal death as "death prior to the complete expulsion or extraction from its mother of a product of human conception, irrespective of the duration of pregnancy. And which is not an induced termination of pregnancy (James L Lindsey, MD, 2013)”. Fetal death refers to the unplanned intrauterine death of a fetus at whichever time, for the duration of a pregnancy. Fetal deaths well along in prenatal period (5 months of gestation or more for instance) are as well stated as stillbirths. From what I have learned doing outside research, state laws demands the recording of fetal deaths. However, the Federal law commands national collection and publication of fetal death data (Centers for Disease Control and Prevention, 2013)”. The Rate Calculation Total number of intermediate and/or late fetal death for a period x 100 Total number of live births + intermediate and late fetal deaths for a period ( (Horton, 2012) Example: 200 live births, one intermediate fetal death, and three late fetal deaths (4 x 100) = 400 =1.960% = 1.96% (200 + 4) = 204 The Purpose and Importance of the Hospital Knowing this Specific Rate For statistical purposes, fetal losses are classified according to gestational age. A death that occurs...
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...Memo To: Dr. No From: Student CC: Health Task Force Date: 4/19/2014 Re: Organizational Change / General Motors Apple Inc: Name of Organization: Apple Inc. Apple Company Address: 1 Infinite Loop, Cupertino, CA 95014 Apple Telephone Number: 408-996-1010 Mission Statement Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings.( drdianehamilton 2011) Overview of Apple Inc: Apple ignited the personal computer revolution in the 1970s with the Apple II and reinvented the personal computer in the 1980s with the Macintosh. Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings. (Apple.com/investor) When you imagine the creative process at Apple, at first you may not picture someone in HR. Or operations. Or finance. But we expect creative thinking and solutions from everyone here, no matter what their responsibilities are. Innovation takes many forms, and our people seem to find new ones every day. (Apple.com 2012) Issues at Apple Inc: The issues at Apple Incorporated varied over time from a relative incubator working in a garage developed in computers and software garnered from Xerox corporation to that of a major innovative industry player and...
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...Cultural Change and Shifting Views of America During the world fair of 1893, in Chicago the Exposition celebrated the discovery of America. The World Fair show and displayed some of the more beautiful architecture of its time; its vast buildings and sculptures drew greatly from Greek and other classical styles of Arts. The images that was communicated by the present of the 1883 Chicago World Fair was a tribute to the dedication of America culture and the advancement they have progressed over the last few years. There was two intentions on the communication on the fair one was the White City in which held numerous amount of artistic and industrial exhibits, while the other was the Midway Plaisance a mile long strip that included ethnographic displays, shops, and entertainment. The image that they wanted to communicate the American culture and the advances in which they have made over the years. The difference between the art work of the Gilded Ages and the Ashcan school. The gilded age art was more of a political concept and directed by the wealthy while the Ashcan school of art was inspired by the everyday society and the everyday life of society with no political a gender in mind. The relationship between art and culture is that art is made from life. It is basically life creation. For example art is anything it can be from an instrument to the music that strives form it. Art is life, the study and creation of life. Culture is like a tradition something...
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...Change and Culture Case Study II Change and Culture Case Study II Mergers are more than just two companies joining together to become one. There are additional changes that have to take place in order for the merging facilities to exist as one. The new organization mission and vision must be defined and communicated. There will also be a need to redesign and redirect nuisances, task, and job performance measures. The merger between Health care Facility A and Health Care Facility B was initiated six months ago. The merger created the Open Health Care Facility. This facility was forced to eliminate jobs because of duplicate positions and job responsibilities. Each health care facility contributed their own area experts in all fields and to align the staff with the budget allocations, staffing was reduced tremendously. There have been changes in the organizational structure, changes and enhancements in processes and production, and changes in the quantity of staff members. The newly structured administration sees a need for a redesign of patient care delivery because of all the changes and enhancements implemented. A suggestion was made to use the universal worker concept. Consider the words universal worker in a health care facility. This could mean that one person is capable of doing all task in every position and department. Can you say “burn out”? Burn out of employees could be one reason why the universal worker model often failed in other organizations...
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...Recommendations for Change at Red Star An Analysis of the Haier Group (A) Case As Haier Group looks to Acquire Red Star, Zhang Ruimin must consider the strategy for change that he must implement. While the changes that need to be made may be obvious on the surface, the method he chooses to invoke change is critical to the initiative’s success. Zhang faces an organization that has suffered years of poor management, where no motivation exists throughout the business. Careful consideration of the circumstances at Red Star must be analyzed before employing Theory E, Theory O, or a synthesis of the two. The most effective conclusion to the method of change to be used as Haier Group acquires Red Star is a synthesis between Theories E and O; specifically, a focus on cultural change using a very programmatic plan. To be successful in his change effort at Red Star, Zhang must first consider what has worked well for him in the past. He has been through several campaigns for change while at the helm of Haier Group, originally known as Qingdao General Refrigerator Factory. His first effort started in 1984, on his first day at QGRF. Zhang chose to lead the organization because he saw it as a challenge. The company was suffering from poor quality and increased competition. Zhang saw the potential for a star in the industry and knew he was the right person for the challenge. The changes he made were both structural (Theory E) and cultural (Theory O) in nature. After...
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...Global Cultural Changes in Worldwide Telecommunications, Inc. Kayla Harvey, Monica Johnson, Angela Lambert, Joseph Caston COMM/215 August 25, 2014 Rebecca Kinney Global Cultural Changes in Worldwide Telecommunications, Inc. Expanding in a global environment takes a company that is diverse and understands cultural diversity. As a leader in the cable industry, Worldwide Telecommunications has a diverse global portfolio with an emphasis on social development. The company is headquartered on the east coast and has satellite offices in various cities around the country. In each office, there is a diversity champion who aligns employees with business core values. This helps to keep the business ahead of competitors because global partners and stakeholders from international markets trust our business track record which has a direct, tangible return on their investment. In terms of expansion, branching into the European market will require a seamless integration for advance corporate advisors to setup the framework for follow on employees. Moreover, a robust cultural conscience is absolutely crucial to future endeavors and is driven home by upper management. With a workforce consisting of many different ethnicities, a focus on communication barriers is paramount to a successful business approach. As industry needs change, and expansion being imminent, cultural diversity is more important than ever. The full definition of cultural change is the modification of a society through...
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...UNLOCKING THE BUSINESS ENVIRONMENT CHAPTER 7: ORGANISATIONAL ORGANISATIONAL CULTURE AND CHANGE Case study: McDonald’s changing organisational culture Organisations are very aware now of cultural differences between different countries and regions. You may think that a Big Mac is relatively similar in any of the 32,000 McDonald’s outlets in more than 100 countries as it seems to be symbolic of the organisation’s brand. Indeed, a bun with beef would have effectively summed up the offering when the organisation first started. In France, a country not previously known for its fast-food culture, it is known as ‘Le Big Mac’ and is strictly made with only French beef. In India, where beef is banned in many states, they have their own versions with various chicken and vegetarian options. The kebab version is most popular in the Middle East, and in McDonald’s in Israel you would not be able to purchase a milkshake drink in a kosher branch. The global brand has transformed itself successfully to fit in with local cultural differences and, as local culture has evolved, they have responded accordingly. A good example of this is the change to more salad-based offerings in the USA and UK as customer preferences have changed. In the UK in particular it is now possible to have free Wi-Fi, eat free-range eggs and drink organic milk. This is a long way from the very American beef-eating outlet that originated in San Bernandino over 70 years ago. © Routledge UNLOCKING THE BUSINESS...
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...either allow immigrants and that changes America, or we don’t allow immigrants and that changes America. As John Isbister said, “The essence of American life is that it is composed of different groups, different cultures, races, religions, attitudes, folkways and ideologies, differences that give the country its distinctiveness. Current im-migration is sure to change the mixture, but change is not new; the cultural mixture of America has been changing continuously.” There is no auto defined definition to the American way of life, it is always changing whether we want it to or not. As Charon mentions, “Change occurs in every social organization, and it is ongoing and inevitable”. However, I do see this threat to be almost negligible, our biggest problem is within the racial conflictions of society adapting to a change. America has always been seen as a melting pot of cultures; however the melting pot concept is too vague to define. A melting pot means the society confirms to a new identity, however this is not such the case. The traditions are all varying and different outlooks still; we are not some culture defined as a mix of one pot, but rather a mix of many other pots. This correlates to Charon’s idea of the individual making a difference, “Attempts to influence society are countered by the power of long-standing social patterns that are normally defended by people who have a stake in those patterns”. The fact that American way of life changes does not immediately constitute...
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