...program. A. initial screening B. intensive training program C. team-building D. orientation Correct: The Correct Answer is: D. The first step for a new employee’s introduction into a company or organization is done through an orientation program. Orientation programs take a new employee through all of the company’s policies, benefits, requirements, and other practices. Concept: Four Types of Company Postures for Recruitment Mastery 100% Questions 2 3 4 2. Which of the following statements about a company using a passive nondiscrimination posture is true? A. It is a concerted effort by the organization to actively expand the pool of applicants so that no one is excluded because of past or...
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... A. initial screening B. intensive training program C. team-building D. orientation Correct: The Correct Answer is: D. The first step for a new employee’s introduction into a company or organization is done through an orientation program. Orientation programs take a new employee through all of the company’s policies, benefits, requirements, and other practices. Concept: Four Types of Company Postures for Recruitment Mastery 100% Questions 2 3 4 2. Which of the following statements about a company using a passive nondiscrimination posture is true? A. It is a concerted effort by the organization to actively expand the pool of applicants so that no one is excluded because of past or present...
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...The International Journal of Organizational Analysis 1997, Vol. 5, No. 2 (April), pp. 156-179 GAINING A PERSPECTIVE ON INDIAN VALUE ORIENTATIONS: IMPLICATIONS FOR EXPATRIATE MANAGERS Suresh Gopalan Joan B. Rivera West Texas A&M University India's emergence in the international business arena presents challenges to Western-trained expatriate managers assigned there. These expatriates are familiar with management theories and practices based on value orientations very different from those in India. Kluckhohn and Strodtbeck's Value Orientations Framework is used to provide an overview of the different types of cultural values an expatriate manager will confront in Indian society. The impact of Indian values on various management practices, including team composition, leadership, motivation, and human resource management functions is also discussed It is hoped that this examination of the dominant value orientations of Indian employees will facilitate the successful transfer of Western expatriates to India. Over the last two decades, the Pacific Rim countries of Japan, South Korea, Taiwan, China, and Southeast Asian countries of Thailand, Malaysia, Hong Kong and Singapore have achieved tremendous economic success (Adler, 1994; Foster, 1995). A relative newcomer to this group of countries is India, which is emerging as an industrial power to be reckoned with. As a consequence of the free market reforms and economic liberalization programs pursued by the Narasimha Rao administration...
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...ANALYSIS OF THE CULTURE OF AN ORGANIZATION The Student’s Name The Name of the Class Professor The Name of the University The city and State where it is Located The Date Contents 1.0 Background to the Organization...........................................................................................4 2.0 Theoretical Framework.........................................................................................................5 3.0 Discussion of Central Topic..................................................................................................8 4.0 Conclusions and Recommendations.....................................................................................13 References..................................................................................................................................14 List of Figures Fig: 2.0 Diagrammatic representations of Hofstede’s cultural dimensions...............................7 AN ANALYSIS OF THE CULTURE OF AN ORGANIZATION 1.0 Background to the Organization Organization culture is a predominant aspect of an organization’s internal environment Azhar (2003). Culture, to some extent, influences performance and efficiency in an organization Rousseau (2000). Every organization has its unique culture that differs from that of other corporate Schein (2004). For purposes of this report I chose IKEA group, I will conduct an in-depth analysis of its culture using the appropriate...
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...ANALYSIS OF THE CULTURE OF AN ORGANIZATION The Student’s Name The Name of the Class Professor The Name of the University The city and State where it is Located The Date Contents 1.0 Background to the Organization...........................................................................................4 2.0 Theoretical Framework.........................................................................................................5 3.0 Discussion of Central Topic..................................................................................................8 4.0 Conclusions and Recommendations.....................................................................................13 References..................................................................................................................................14 List of Figures Fig: 2.0 Diagrammatic representations of Hofstede’s cultural dimensions...............................7 AN ANALYSIS OF THE CULTURE OF AN ORGANIZATION 1.0 Background to the Organization Organization culture is a predominant aspect of an organization’s internal environment Azhar (2003). Culture, to some extent, influences performance and efficiency in an organization Rousseau (2000). Every organization has its unique culture that differs from that of other corporate Schein (2004). For purposes of this report I chose IKEA group, I will conduct an in-depth analysis of its culture using the appropriate...
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...The purpose of this research paper is to define the most difficult challenges of international human resource management, such as cultural diversity and the problem of managing people in different cultures and environments, convergence and divergence and the variety of international organizational models that exist. This paper proves that human resource managers of global organizations can not afford to ignore challenges of international human resource management, in order to ensure company’s success. Moreover, this work focus on investigating the correlation between these problems, that also must be understood. During the past fifty years, technological advances in transportation and communications have spurred the pace of globalization. Many companies envolved from being purely domestic to becoming truly global. The first step in this evolution might be to export goods for sale in one or two foreign markets. The next step might be to manufacture those goods overseas because it is more efficient than shipping products thousands of miles to foreign markets. Setting up all those complex operations to enter a foreign market change the companies that eventually envolve into multinational enterprises. Although developing international business increase the requirement for understanding ways in which companies operate effectively on a global scale. In order to become successful in the global, competitive business world, firms must overcome certain challenges. Globalization influences...
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...A Process for Changing Organizational Culture Kim Cameron University of Michigan Business School 701 Tappan Street Ann Arbor, Michigan 48109 734-615-5247 kim_cameron@umich.edu To be published in Michael Driver (Ed.) The Handbook of Organizational Development 2004 2 A Process for Changing Organizational Culture Kim Cameron University of Michigan Much of the current scholarly literature argues that successful companies--those with sustained profitability and above-normal financial returns--are characterized by certain well-defined external conditions. These conditions include having (1) high barriers to entry (e.g., the difficulty of other firms entering the market, so few, if any, competitors exist), (2) nonsubstitutable products (e.g., others cannot duplicate the firm’s product, and no alternatives exist), (3) a large market share (e.g., the firm can capitalize of economies of scale and efficiencies by dominating the market), (4) buyers with low bargaining power (e.g., purchasers of the firm’s products become dependent on the firm because they have no other alternative sources) (5) suppliers with low bargaining power (e.g., suppliers to the firm become dependent because they have no other alternative customers), (6) rivalry among competitors (e.g., incentives to improve are a product of rigorous competition), and (7) rare products or services (e.g., offering something that no other company provides) (Porter, 1980; Barney, 1995). Unquestionably, these are desirable...
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...Leadership during organizational change is the most important factor in the change process. When an organization is in need of restructuring or a new system, effective leadership will successfully guide he change process and overcome any resistance to the change. Resistance may come for various reason but understanding resistance and how to address it within the organization can help leaders influence attitudes and the organizational culture towards adaptation. As changes occur, the company can move forward in a new direction when approached on the appropriate levels of getting every employee to understand why these changes must occur, especially when the changes affect their lives. Based on an earlier theory of the force field model, change may be achieved by two types of actions. One approach is to increase the driving forces toward change (e.g., increase incentives, use position power to force change). The other approach is to reduce restraining forces that create resistance to change [e.g., reduce fear of failure or economic loss, co-opt or remove opponents (Yukl, 2010)]. Managing a process of change in an organization can be a highly complex task and is often essential for effective organizational development. Lewin proposed that any process of organizational change can be thought of as implementing a move in the equilibrium position towards a desired or newly established position. Lewin also suggested a three-stage process of change implementation which is necessary...
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...company with a competitive advantage in an increasingly competitive global market. Individual and organizational learning, management practices and modern technology can enhance individual and organizational creativity. Sales at Best Snack have been slipping and the issue has been identified as a complacent corporate culture that has managed business in one way for too long. The organization needs a shakeup, a change of culture that embraces change, innovates and is continuously looking for the next big idea. Describe the Situation Issue and Opportunity Identification (At least four issues and opportunities must be identified) During the last check the snack food industry has changed. Consumers now buy product based on price rather than banned loyalty, Best Snack has historically been the number 1 or 2 snack vendor in the industry. Sales have slipped and stock prices have fallen over the last 2 years. Several smaller companies are pushing Best Snack and the company is in danger of losing even more market share. Best Snack due to the companies long standing success has been slow to change or alter any research, development or marketing activities. The organization has become complacent. Best Snack did not anticipate or see the changing nature of the snack food market. The company became comfortable in the way the organization has always done business and as a result the culture lacks creativity and innovation. Creativity and innovation is the lifeblood for a company and...
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...Organization Culture Analysis Elizabeth Keenan BUS610: Organizational Behavior (MOC1451B) Shawna Wentlandt December 22, 2014 Observable artifacts, espoused values, and enacted values analysis discovers a great measure of units to the look which unite to establish total organizational culture. It mentions the broad culture inside a company or organization, and is frequently as well related to for corporate culture (Gimenez-Espin, Jiménez-Jiménez, & Martínez-Costa, 2013). Organizational cultures is the arrangement of the set of beliefs, values, and norms, conjoined with symbols as adopted consequences and personalities, that symbolizes the specific role of an organization, and allows the circumstance for process within them and through them. In this assignment, I will be discuss an organizational culture analysis of observable artifacts, espoused values, and enacted values of my past or present employment. The observable artifacts of a culture are the visible organization linked on them. It consisted of symbolic representation, observances, philology, and interpersonal specs which characterized a sort of living that admits captions, stories, and jargon. Stories are one method of channelizing cultural artifacts through explicating dichotomies, equations, bias and ancient issues. They produce individuality, form firm structures, and apply a feel of belonging (Baack, 2012). Two striking illustrations of observable artifacts that ascend Birch Tree Nursing Home in Clinton...
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...Changing Organizational Culture The Seven Step Change Model 12/10/2011 Urooj Khan MBA Regular 10739 Supervised By Ali Mujahid Table of Contents Culture and Organizational Culture 3 Culture 3 Organizational Culture 3 Influences on Culture 3 Cultural Measurement Dimensions 4 Changing Organizational Culture 8 Conclusion 13 Bibliography 14 Culture and Organizational Culture Culture The grand total of all the objects, ideas, knowledge, ways of doing things, habits, values, and attitudes which each generation in a society passes on to the next is what the anthropologist refers to as the culture of a group (Nord, 1972). According to Inkeles, culture is the social heritage, all the knowledge, beliefs, customs, and skills that are available to members of a society (Inkeles, 1964). The famous Dutch behavioral scientist, Geert Hofstede defined culture as the collective mental programming of a people in an environment. He later defined culture as the collective programming of the mind which distinguishes the members of one group from another (Muriithi N, 2003). Organizational Culture Edgar Schein says that organizational culture is developed over time as people in the organization learn to deal successfully with problems of external adaptation and internal integration. It becomes the common language and the common background (Schein E. , 1999). Culture starts with leadership, is reinforced with the accumulated learning of the organizational members...
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...APPRECIATIVE INQUIRY AS AN ORGANIZATIONAL DEVELOPMENT TOOL by Charles F. Martinetz, PhD Appreciative inquiry can get you much better results than seeking out and solving problems. That’s an interesting concept for me—and I image for most of you—because telephone companies are among the best problem solvers in the world. We trouble shoot everything. We concentrate enormous resources on correcting problems that have relatively minor impact on our overall service performance. When used continually and over a long period of time, this approach can lead to a negative culture. If you combine a negative culture with all the challenges we face today, it could be easy to convince ourselves that we have too many problems to overcome and to slip into a paralyzing sense of hopelessness. And yet if we flip the coin, we have so much to be excited about. We are in the most dynamic and the most influential business of our times. We ought to be excited, motivated, and energized. We can be if we turn ourselves around and start looking at our jobs and ourselves differently. If we kill negative selftalk and celebrate our successes. If we dissect what we do right and apply the lessons to what we do wrong, we can solve our problems and re-energize the organization at the same time. In the long run what is likely to be more useful? Demoralizing a successful workforce by concentrating on their failures or helping them over their last few hurdles by building a bridge with their successes? Don’t get...
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...The International Journal of Organizational Analysis GAINING A PERSPECTIVE ON INDIAN VALUE ORIENTATIONS: IMPLICATIONS FOR EXPATRIATE MANAGERS Suresh Gopalan Joan B. Rivera Article information: Downloaded by UNIVERSITY OF EXETER At 06:38 24 October 2015 (PT) To cite this document: Suresh Gopalan Joan B. Rivera, (1997),"GAINING A PERSPECTIVE ON INDIAN VALUE ORIENTATIONS: IMPLICATIONS FOR EXPATRIATE MANAGERS", The International Journal of Organizational Analysis, Vol. 5 Iss 2 pp. 156 - 179 Permanent link to this document: http://dx.doi.org/10.1108/eb028866 Downloaded on: 24 October 2015, At: 06:38 (PT) References: this document contains references to 0 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1038 times since 2006* Users who downloaded this article also downloaded: Saikat Banerjee, (2008),"Dimensions of Indian culture, core cultural values and marketing implications: An analysis", Cross Cultural Management: An International Journal, Vol. 15 Iss 4 pp. 367-378 http:// dx.doi.org/10.1108/13527600810914157 Colin M. Fisher, Raj Shirolé, Ashutosh P. Bhupatkar, (2001),"Ethical stances in Indian management culture", Personnel Review, Vol. 30 Iss 6 pp. 694-711 http://dx.doi.org/10.1108/EUM0000000005981 Nitish Singh, Hongxin Zhao, Xiaorui Hu, (2005),"Analyzing the cultural content of web sites: A crossnational comparision of China, India, Japan, and US", International Marketing Review...
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...A Process for Changing Organizational Culture Kim Cameron Ross School of Business University of Michigan 701 Tappan Street Ann Arbor, Michigan 48109 734-615-5247 kim_cameron@umich.edu In Thomas G. Cummings (Ed.) Handbook of Organizational Development, (pages 429-445) Thousand Oaks, CA: Sage Publishing. A Process for Changing Organizational Culture Kim Cameron University of Michigan Much of the current scholarly literature argues that successful companies--those with sustained profitability and above-normal financial returns--are characterized by certain well-defined external conditions. These conditions include having (1) high barriers to entry (e.g., the difficulty of other firms entering the market, so few, if any, competitors exist), (2) non-substitutable products (e.g., others cannot duplicate the firm’s product, and few, if any, alternatives exist), (3) a large market share (e.g., the firm can capitalize on economies of scale and efficiencies by dominating the market), (4) buyers with low bargaining power (e.g., purchasers of the firm’s products become dependent on the firm because they have no other alternative sources) (5) suppliers with low bargaining power (e.g., suppliers to the firm become dependent because they have no other alternative customers), (6) rivalry among competitors (e.g., incentives to improve are a product of rigorous competition), and (7) rare products or services (e.g., offering...
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...A Process for Changing Organizational Culture Kim Cameron Ross School of Business University of Michigan 701 Tappan Street Ann Arbor, Michigan 48109 734-615-5247 kim_cameron@umich.edu In Thomas G. Cummings (Ed.) Handbook of Organizational Development, (pages 429-445) Thousand Oaks, CA: Sage Publishing. A Process for Changing Organizational Culture Kim Cameron University of Michigan Much of the current scholarly literature argues that successful companies--those with sustained profitability and above-normal financial returns--are characterized by certain well-defined external conditions. These conditions include having (1) high barriers to entry (e.g., the difficulty of other firms entering the market, so few, if any, competitors exist), (2) non-substitutable products (e.g., others cannot duplicate the firm’s product, and few, if any, alternatives exist), (3) a large market share (e.g., the firm can capitalize on economies of scale and efficiencies by dominating the market), (4) buyers with low bargaining power (e.g., purchasers of the firm’s products become dependent on the firm because they have no other alternative sources) (5) suppliers with low bargaining power (e.g., suppliers to the firm become dependent because they have no other alternative customers), (6) rivalry among competitors (e.g., incentives to improve are a product of rigorous competition), and (7) rare products or services (e.g., offering...
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