...SUCCESSFUL ORGANIZATIONAL CULTURE AND CORPORATE EFFECTIVENES Tran Thi Thu Huong Columbia Southern University SUCCESSFUL ORGANIZATIONAL CULTURE AND CORPORATE EFFECTIVENES Thesis: Four critical questions to ask in any boardroom of both large and small companies around the world in the 21st century are how to attract and keep talented people, how to increase profits and shareholder value, how to increase creativity and productivity, and how to ensure ethics permeate the corporate culture. These four points involve to organization management, particularly to manage organizational culture. After researching 207 companies within 22 industries between 1977 and 1988, John Kotter & James Heskett discovered that corporate culture affects economic performance (as cited in Journal of Management by Allen, 1992). I. Definition of organizational culture Organizational culture is the set of shared values and norms that control organizational members' interactions with each other and with people outside the organization. This element is the first element creating the competitive advantages for a firm (Jones, 2010). A. Define and differentiate between value and norm. B. What organizational values and how they affect behaviors 1. Terminal values Terminal value is a desired end state or outcome that people seek to achieve 2. Instrument values Instrumental value is a desired mode of behavior ...
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...answer on the following problem: "What is the role of leadership as it relates to vision, mission, and strategy in an organization? Give specific examples. Respond substantively to two other students Business - Management Week One: Why Organizational Change? Details Due Points Objectives 1.1 Identify factors that drive organizational change. 1.2 Explain the impact of the global environment on organizational change. 1.3 Describe the various stages of the transition curve. Readings Read Ch. 3 of Managing Organizational Change . Read pp. 30-49 (Ch. 2) 186-89 (Ch. 7) of Changing Organizational Culture . Review this week’s Electronic Reserve Readings. Participation Participate in class discussion. All Week 1 Discussion Questions Respond to weekly discussion questions. All Week 1 Nongraded Activities and Preparation Submit this week’s Learning Summary as indicated by your instructor. Learning Team Instructions Resources: Textbooks, Learning Team Handbook, Guide to Charter, Learning Team Charter, Learning Team Log, and Learning Team Evaluation Create the Learning Team Charter. Individual What Drives Organizational Change? Paper Write a 750- to...
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...Organizational Change Paper In any institution, from profit to nonprofit organization change occurs when a company transitions from its current state to a different or desired future state. It is challenging, for businesses to accept these changes within their organization. According to BusinessDictionary.com, the definitions or organizational change is as follow “Company or organization going through a transformation. Organization change occurs when business strategies or major sections of an organization are altered. Also known as reorganization, restructuring and turnaround” (BusinessDictionary.com, 2012). This paper will describe the factors that drive organizational change. Additionally, the paper will cover certain catalysts such as drop in sale, death of a chief executive officer and mergers or acquisitions, which contribute to changes within an organization. Factors that drive organizational change In today’s current global competition, it is necessary for organizations to remain competitive when it comes to their organizational change. Two factors play a big role in today’s organizational change, which is globalization and technology. In the world of technology consumers look for convenience, and wants result. Internet, cell phones and social media have increased customers reach beyond humankind could imagine. Changes could occur in a matter of a second in an organization, therefore management always have to be on top of what is best for their organization...
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...among business strategy, organizational strategy, and information strategy. Business strategy A business strategy is the means by which it sets out to accomplish its desired end (objectives).it can simply be described as a long term planning. Business strategy may cover a period of about 2-5 years (sometimes even longer. A Business Strategy is a well-articulated vision of where the business seeks to go and how it expects to get there. It is the form by which a business communicates its goals Organisational strategy The organizational strategy is a strategy whereby choices are made, as well as the choices it makes to define, set up, coordinate, and control its work processes. The way a business is organized either supports the implementation of its business strategy or it gets in the way. Organizational and Information Strategy are then dependent upon the Business Strategy, they must counterpart each other. Organizational strategy is a clear definition of how the organization needs to change over time in order to be able to deliver the strategy of the enterprise and an actionable plan of how to make the transformation. Information strategy Information Strategy means the hardware, software, application, database, procedure, people, and network of a business. The business strategy drives all other strategies whereby Organizational and Information Strategy are then dependent upon the Business Strategy. Changes in any of the strategies require change in the other strategies...
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...Introduction As a project manager, it is important to understand change in the organization that you are working within. The necessity of projects as vehicles to accomplish an organization’s strategic goals is imperative to an organization and a project manager. A project manager must also understand the evolving changes in the world and how they can affect the way a project is managed, what change will allow for improvement, and what alternatives exist. Organizational Objectives, Goals, and Strategies to the Project Outcomes The necessity of projects as vehicles to accomplish an organization’s strategic goals is beneficial to the organizational objectives, goals, and strategies to the outcome of the project. In fact, a project should be viewed as a financial and strategic investment (Resch, 2011). In order for a company to be successful, the organizational objectives must be met with effectiveness and productivity. This is because projects are needed to accomplish goals. Without goals an organization would be short with obtaining their objectives. All projects are one-time, temporary endeavors that are meant to meet business objectives (Resch, 2011). Some examples of projects include re-designing a project, building a bridge, and upgrading to a new software release. All of these examples are important with accomplishing an organization’s strategic goals. The responsibility for the project achieving its goals does not rest solely with the project manager, but rather...
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...Culture Abstract As an executive, identifying, understanding, and influencing the organizational culture can ensure corporate agility and financial success. As a potential employee, catching a glimpse of the true culture of an organization will help one decide if the company is a place where one can contribute and flourish. In both cases, misunderstanding the culture can lead to disaster. Corporate cultures have both gross and subtle manifestations that provide clues to the underlying norms and beliefs. Paying attention to the work practices, environment, communication paths, and even the level of humour in a company, will give one a hint of the dominant organizational culture. Identification and understanding the culture is necessary to affect any minute or large scale changes in response to market imperatives. If one does not have a clear picture of the culture one cannot effectively modify it. This paper touches on four key questions in relation to corporate culture: • • • • What is corporate culture? Why is it important to understand the corporate culture? How can one identify the corporate culture? Can corporate cultures be changed? 09/03/2002 2 Corporate Culture What is Corporate Culture? Corporate culture is the personality of the organization: the shared beliefs, values and behaviours of the group. It is symbolic, holistic, and unifying, stable, and difficult to change. Made up of both the visible and invisible, conscious and unconscious learnings...
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...Transformational Leadership Problem Solution for Gene One Change is inevitable in any organization; however, there are a myriad of approaches toward that change and the individuals involved. Change relates directly to organizational behavior and leadership style. This problem analysis and suggested solution will look at a scenario entitled Gene One and will explore the challenges facing the CEO and the changes facing the company and its employees. This analysis will review a number of leadership style issues in addition to organizational culture, knowledge management, emotional intelligence, and knowledge management. Situation Analysis Issue and Opportunity Identification Change is, and never has been as easy to accept, as the change agent would prefer. Niccolo Machiavelli said, “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things” (Kaplan, J. ed. 1992, p. 136). Several areas related to organizational development and leadership style are evident in the scenario. Internal communication or lack thereof can make or break an organization in transition. At Gene One, the process has not been particularly effective to date creating tension not only within management but also throughout the organization. Management has a unique opportunity to affect communication that may change the entire organization. Empowerment. True empowerment is...
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...Talent Management Globalization, competition and technological trends, and changes in the workforce make finding and retaining talented employees a major priority for any organization. In this highly demanding business environment, Human Resources departments are starting to move away from the traditional HR role to a more strategic position that unites the management of human capital with organizational goals. How could organizations overcome such a bottleneck? Through Talent Management. Talent Management is the implementation of integrated strategies or systems designed to increase workplace productivity by developing improved processes for attracting, developing, retaining and utilizing people with the required skills and aptitude to meet current and future business needs. Talent Management has moved away from being an administrative process to a continuous organizational practice with a strategic focus that drives organization outcomes. Human capital and Talent management are aligned in regards to the below management processes: * Succession planning * Development of leaders * Retention and career planning In this project, we have explored the talent management programs in several insurance organizations in Jordan. We've approached the organizations, did interviews with them, as well as surveys. Afterwards, we analyzed the data, and benchmarked the organizations' talent programs with the UNDP's talent program. We benchmarked against the United Nations Development...
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...for report in strategic management..................smwjgddshudchsacqwertyuiopasdfghjklhyhfghjkl;xcvbnm, dfdewhcfqid cvugdvd vefvbfv dcvd v f dfvThe Capabilities of Market-Driven Organizations George S. Day, 1993 [93-123] View/Order Item >> Comments from members >> Understanding Market Orientation Considerable progress has been made in identifying market-driven organizations, understanding what they do, and measuring the bottom-line consequences. The next challenge is to better understand how this organizational orientation can be achieved and sustained. The emerging capabilities approach to strategic management offers a rich array of ways to design change programs that will enhance a market orientation. This approach seeks the sources of defensible competitive positions in the distinctive, difficult-to-imitate capabilities the organization has developed. Capabilities are complex bundles of skills and knowledge, exercised through organizational processes, that ensure the superior coordination of functional activities and enable the organization to continuously learn and improve. Examples of defining processes include such typical business activities as order fulfillment, new product development, and service delivery. Capabilities of Market-Driven Organizations Capabilities are embedded in the business's "outside-in" processes, which guide the creation and delivery of value in the organization. Two capabilities stand out as essential ingredients of a market...
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...Organizational Change Plan - Part I Deluxe Fernandez HCS 587- Creating Change Within Organizations January 26, 2015 Professor Thomas Sloan Organizational Change Plan - Part I Health care is subject to numerous changes at any given time along with the organizations and their employees. In today's climate, organizations have to be adaptive to changes as it is a requirement to survive, thrive, and succeed (Rafferty et al., 2013). One important aspect for success is to promote job satisfaction. "Job satisfaction is closely related to the performance and quality of work performed by an employee and, consequently, translates into the success of any organization" (Sypniewska, 2014, p. 57, para. 1). Having "lift teams" and equipments for lifting can improve nursing satisfaction. This paper will closely examine why there is a need to propose the "no lift policy". Barriers and influencing factors to change will also be discussed. The influencing factors for readiness will be explored. The theoretical model used for the proposed change will also be discussed. Finally, internal and external resources to support the change will be examined. The Need For The Proposed Change Bedside employees particularly nurses and nursing assistants have higher incidence of back injuries (Weinel, 2008). Such injuries are caused by manual lifting and repositioning patients. For example, in our organization's current ICU department, there are nine nurses on leave due to back or bodily injuries. Lack...
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...Organizational Behavior AJS/512 August 26, 2013 Organizational Behavior Organizational behavior is a unique field of study because the focus is not only about individual behavior, but also how individual behavior contributes to the dynamics of an entire organization. Organizational behavior focuses on the appropriate use of people (Human resources) the management perspective of organizational efficiency and job selection, training, and performance appraisal. Organizational behavior also focuses on understanding and enhancing the well-being of employees, human relations within organizations, employee attitudes, behavior, stress, and the practices of management. As Schermerhorn, Hunt, Osborn, & Uhl-Bien, (2010) asserts, “The ultimate goal of OB is to improve the performance of people, groups, and organizations and to improve the quality of work life overall.” Organizational Behavior in Law Enforcement Around the globe law enforcement agencies strive for common goals of maintaining peace an order within their communities. Nationally, law enforcement agencies operate in a similar fashion; however, each organization differs on organizational culture. Law enforcement in general has a certain culture, unlike what is seen, in private industries. For the men and women who choose law enforcement as a career they do so because they enjoy working in a team environment, want to be a part of an organization, enjoy challenges, and want to make a difference in their communities...
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...Blueprint for Professional and Personal Growth Executive Summary I learned what data management is and how it is critical to Business Information Systems. I also learned about driving value from Business Information Systems. The information gathered is used to maintain information given about the company and employees. The information gathered will also help keep my business competitive with other businesses. I also learned to focus more on updating the information systems to stay competitive. I learned from the assignments the importance of addressing the infrastructure issues and the staffing model to ensure the data management is aligning with the strategic plan (Khani ET a., 2011) and the resources were available to manage the customer service needs. With my new understanding of Business Information Systems, I can now improve and apply this knowledge to my business. The Improvements I will make is in analyzing data recovery, planning secure data storage, implementing, and managing the information system applications. This content of my assignments has helped me change the way I think in terms of data storage and how to get recovery if something happens. My goals are to implement a better way of storing my organization’s data with complete recovery of data. I have goals in sharing the information I learned with other managers and team members so they can also benefit from managing business information systems. With my work, I barely paid attention to Information...
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...1. Organizational Design and Structure (Advantages and Disadvantages) Each person assumes a role within the organization, and the organizational structure determines the reporting relationship between the individuals. The organization's strategy determines the organizational structure that will work best for a business at a particular point in time. For example, a small business that hires only experienced personnel, who require limited supervision, will likely adopt a different organizational structure than will a business that hires a number of recent college graduates, who require extensive supervision. (McShane and Steen, p. 362). In this assignment I would like to offer to your attention an ABC Ltd. IT company, it’s organizational structure, job design and other segments of corporate system. All organizational structures include two fundamental requirements: the division of labour and the coordination of that labour so that employees are able to accomplish common goals. (McShane and Steen, p. 364). ABC Ltd. is a large IT company with divisional organizational design. ABC’s design is organized around products, projects, and markets. Each division includes its own functional specialists typically organized into departments. A company has North American division, exploration division, marketing division, production divisions and others. Divisions are relatively autonomous and consist of products and services and are different from those of other divisions. Divisions...
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...Change Process and Organizational Behavior / Management Abstract Organizations today must learn to adapt to an ever changing global market or they will surly fail. Changes within a firm must be optimized to address the increased competition as a result competitors producing products better, faster, and cheaper. Change management processes must be developed and matured within the organization in order for them to remain competitive. Only through good leadership and the understanding of how to incorporate change can a company survive in today’s fast-paced, ever changing world. Common Errors and Consequences to Anchoring Change Over the years many firms have tried, but failed miserable because they were unable to effectively manage the processes of change which they have established in their organizations. Major change management is an extremely difficult simple process, but when all of the steps or phases of that process are followed, as mentioned in Kotter’s book Leading Change, the outcome will most always be positive. But, if a step(s) is skipped or only partially completed, implementation of the desired change effort will be less than desirable or fail completely. Kotter (1996) states, “To some degree, the downside of change is inevitable. Whenever human communities are forced to adjust to shifting conditions, pain is ever present.” (p. 4). Below are eight the most common errors and the consequences that affect the success of the change process. Figure 1 - Eight...
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...The Balanced Scorecard at Philips Electronics By Andra Gumbus and Bridget Lyons Strategic Finance It's used to align company vision, focus employees on how they fit into the big picture, and educate them on what drives the business. When a management tool becomes popular, it’s only logical to question whether it’s a fad or the future. One performance measurement tool—the balanced scorecard (BSC)—has broad appeal. Approximately 50% of Fortune 1,000 companies in North America and about 40% in Europe use a version of the BSC, according to a recent survey by Bain & Co. The number of software and consulting firms currently providing BSC-related products and services supports these statistics. But do companies think the BSC is here to stay? Philips Electronics does. This worldwide conglomerate has gathered its more than 250,000 employees in 150 countries around the card because it sees this tool as the future—not a trendy tool. The key benefit for Philips: Management can streamline the complicated process of running a complex international company with diverse product lines and divisions. Here’s how it cascades throughout the organization. The drive to implement the balanced scorecard at Philips Electronics came from the top down—as a directive from the Board of Management in Europe to all Philips divisions and companies worldwide. The directive went to each of the companies and their quality departments, with the effort in the medical division headed by the Quality Steering...
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