...Organization Culture DQ1) 1. Who defines what the culture is in an organization and what are the components of a culture? Most successful businesses develop strategies that include their mission, vision, and values, with the confidence that their employees follow the organization's standards. These guidelines should define the culture the organization would like to establish. The leaders who hope to implement an essential retreat from the "norm" in an organization will must influence and lastly amend the culture of an organization. The main components of culture include language and communication style, customs, land, family relationships, gender roles, religion, political power, racism, scarceness and economic concerns. 2. What role does the organization’s culture play in defining, encouraging, and maintaining an ethical standards model? The culture role in defining, encouraging and maintaining an ethical culture within an organization is supreme and paramount. If one admits the role of a manager or leader in an organization, he or she should expect to be held to the highest principles of honesty and ethical behavior. Organization’s administrators are responsible for emerging and maintaining the ethical culture through, effective leadership, severe-hiring practices, ethical based training, well-expressed programs, responsibility, and the identification and recognition of insubordinate subcultures. 3. Review the attached file diagram for Sequential Theory. Does...
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...Introduction IKEA is the housewares and furniture organization which one of the world’s top furniture organization. IKEA also designs its products and sell those items in more than 300 IKEA stores that are from different countries around the world. IKEA offer the high-quality items at low prices. The largest market of IKEA is in Germany with 44 stores. United States has the second most IKEA store amount in the world with 37 (Loeb Walter, 2012). The company is care for the customers and in order to make more profit for the organization and IKEA also care for the customers, IKEA buy items in unpackaged, ships and stores matters unassembled using smooth packaging and customers assembled those a lot of items in their houses. IKEA was founded in 1943 in Sweden by Ingyar Kamprad (refernceforbusiness, 2015). In 1958, the first store of IKEA was founded in Sweden. After that IKEA extended to Scandinavian countries. Firstly, IKEA stores in Norway and Demark were opened which are the neighborhood countries and then IKEA started open their stores in Switzerland in 1973 and Germany in 1974 (Loeb, 2012). The first store in the United States was opened in Philadelphia (1985). The first store that IKEA faced problems is in Japan because of their culture differences, lifestyles and practices (Chaletanone and Cheancharadpong, 2008). Since IKEA entered into the country that has culture difference in social organizations, there will be numerous influences on organizational efficiency...
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...Organizational Culture The culture of an organization is the foundation for how that organization operates. It directly affects the way leaders of the organization measure success and influences how every member of the organization operates on a daily basis. As the authors of Principles of Management, v. 1.1 (Carpenter, Bauer, & Erdogan, 2013) state, “An organization’s culture may be one of its strongest assets or its biggest liability” (p. 206). This paper will examine the culture of an organization very familiar to the writer. This examination will focus on its Orginazational Culture Profile (OCP) (Carpenter, Bauer, & Erdogan, 2013) and how this profile impacts the organization. Organization Overview The organization selected possesses several dynamics that contribute to an interesting cultural mix. The combination of being a publicly traded technology company along with being a regulated telephone company (TELCO) creates a very conservative yet aggressive and outcomes based culture. Additionally, organizational growth over the last several decades by way of mergers and acquisitions creates a unique blend of cultures. Telephone Companies tend to be very conservative by nature due to multiple factors. First, as a regulated entity, they are required to abide by specific local, state, and federal regulations. These regulations expose the company to civil and criminal penalties if violated. Second, because telephone companies provide services customers expect...
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...On-Campus activity to be done in Kinnaird College. Question: You interact with your college frequently as a student. Assess the culture of Kinnaird by looking at the following aspects: 1. Physical Design: Buildings, furniture, parking lot, offices, café’ etc. Where are they located and why? Where do students and employees park? What does the architecture says about college? What activities are encouraged and discouraged by the physical layout? What these things have to say about organization values? Ans. The Kinnaird College for Women is prestigiously located at jail road, Lahore. It is a prime location. The building spreads over 20 acres. The college has different blocks or buildings that are carefully separated by beautiful and well maintained gardens. The entire college is well maintained and the atmosphere is very clean. Some buildings of the college contain old furniture while others newly built blocks have new furniture. The college is facilitated with generators to avoid disruption of studies. However the availability of air conditioners is scarce. The parking lot is spacious. There are two areas of the parking lots. One is for faculty while the other is for students. The entrance has been made secure with the help of metal detectors as well as staff for personal checking and guards at the main gates. The college café offers a variety of food for students and the staff. It goes beyond healthy fresh juices, lemonades and salads to the more popular pizzas, French...
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...1. How would you respond to someone who made the following statement “Organizational culture is not important as far as managers are concerned?” Explain. Culture represents the personality of an organization, having a major influence on both employee satisfaction and organizational success. It expresses shared assumptions, values and beliefs and is the social glue that holds an organization together. An organizational culture is defined as the shared assumptions, values, and beliefs that guide the actions of its members. Organizational culture tends to be shaped by the founders' values, the industry and business environment, the national culture, and the senior leaders' vision and behavior. Each business has an organizational culture no matter how big or small. A business can informally develop a culture without the guiding hand of management or ownership, or the company can create its own culture using a system of values and performance standards. A manager's role in a company's culture depends on how the business wants the manager to interact with other employees and how much authority the business gives the manager. It is crucial that managers at all levels are aware of their roles and responsibilities in upholding positive workplace environments that can increase employee satisfaction. Dissatisfaction is the major cause of turnover and can have detrimental cost and environmental effects on the...
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...creating a comprehensive workplace environment in the organization. Although majority of the analysts state that a diverse workforce is a good move for the company, cultural diversity can lead to increase of ethical issues that can be problematic for managers and employees to resolve. Issues that arise include cultural diversity consists of religious differences, gender issues, hiring decisions and lastly business practices. A culturally diverse workforce in an organization may have individuals with different religious beliefs. There will be times when employees' religious beliefs conflict with the organization's diversity policies. For example, a diverse organization welcomes vendors, employees and customers of different genders. This may create an ethical dilemma for employees who have a religion based belief that only accepts heterosexuality as the right sexual orientation. Women nowadays tend to have the same opportunities for promotion as men. This gender issues can ignite several ethical problems. While in some countries, women are legally subordinate to men. Male and female workers from these countries may find it difficult to adapt to a diverse work environment where men report to women, and women occupy top executive positions. In addition some cultures consider this as immoral when women and men who are unknown to each other to look each other in the eye during social or work interaction. An organization who wants to have a culturally diverse workforce must...
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...Cũng giống như DISC, Văn hóa DN cũng có 4 loại, chia theo hướng nội – hướng ngoại, Cảm xúc và Lý trí: 1. Hướng nội & Cảm xúc là văn hóa C – Gia đình (tương tự nhóm S trong DISC) 2. Hướng nội và Lý trí là văn hóa H – Thứ bậc (tương tự nhóm C trong DISC) 3. Hướng ngoại và Lý trí là văn hóa M – Thị trường (tương tự nhóm D trong DISC) 4. Hướng ngoại và cảm xúc là văn hóa A – Sáng tạo (tương tự nhóm I trong DISC) Khi làm test xem VHDN hiện tại và VHDN mong muốn tại link đã dẫn, bạn sẽ có biểu đồ này: Nhưng cao hơn DISC, VHDN là tập hợp của các cá nhân => nhóm, thế nên nó được cấu thành bởi 6 yếu tố (bạn có thể tượng tượng như 6 lát cắt của một khoanh giò (cái này tớ nghĩ ra vì đang đói , chứ thầy thì thầy lấy ví dụ là cái bánh tét của miền nam ấy ), và mỗi khoanh ta chia ra làm 4 mảnh C-H-M-A: với tỷ lệ khác nhau – tức là không phải lúc nào các khoanh giò đó cũng chia đều như đi ăn cỗ đâu nhá) 1. Khoanh giò 1: Đặc tính nổi trội 1.1. Miếng giò thứ nhất: Đặc tính nổi trội của C – kiểu gia đình là: yêu thương, chia sẻ, thân thiện (đây là đặc tính mà NV nào cũng muốn DN có), tuy nhiên nhược điểm của nó là thiếu công bằng, không khách quan 1.2. Miếng giò thứ hai: Đặc tính nổi trội của H – kiểu thứ bậc là: Nguyên tắc, tôn ti, trật tự – kiểu này thích hợp với các doanh nghiệp sản xuất, hay nhà binh. Nhược điểm của nó là thiếu sự thân thiện ^^ 1.3. Miếng giò thứ ba: Đặc tính nổi trội của M – kiểu thị trường là: Kết quả, chiến thắng, cạnh tranh – kiểu này thích hợp với các doanh...
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... DILLEMAS ON ORGANISATION CULTURE * Culture is a belief, yet the forces that are created in social and the organisational situations that derive from that culture are powerful. * Organisational Culture in other words the corporate culture is the collective behaviour of people which is a part of the organisation. This culture is quite dependant on the values, norms, visions, work ethos an organisation follows. * To start with culture as a whole is a very undefined ,ambiguous, and abstract. Hence in organisation ,settling in that culture is a huge task for an individual * For an effective performance of the organisation the culture has to have a strong and well defined culture to the employees to avoid discrepancies of any sort. * Many usages of the word culture display not only the superficial and incorrect view of culture, but also a dangerous tendency to evaluate particular cultures in a particular way. * Personality is to an individual and culture is to a group. Hence if a leader tries to impose certain culture which has been embedded by him may or may not be liked by some of the group members which could lead to conflict, difference in opinion, etc. * Culture is an ever changing phenomenon as and when we change our group may it be peer group, family etc culture changes accordingly eventually creating a new culture. * We must avoid complex models of culture and build on deeper and more complex anthropological models...
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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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...Section 1 Organizational Culture: set of artifacts, values and assumption that emerge from the interaction of organizational members Open social system operating a dynamic environment. CRITERIA to identify something as culture: 1. Deeply felt or held 2. Commonly intelligible 1. Accessible to a cultural group Organization = Ordered and purposeful interaction among people. Purposeful, because its members produce (supero-rdinative) goal-directed activities. Organizational communication is a continuous process through which organizational members create, maintain and change the organization. (it includes business communication) N.B. All organizational members take place in it; messages are produced to create a shared meaning of messages, but it is not always achieved. Those messages vary in form according to various factors (power distances, roles, goal, method, non-verbal), and to be fully understood have to be considered in their contexts Culture: "the collective programming if the mind that DISTINGUISHES the members of one group tor category of people from another" (Hofstede 2001) Is both a process and a product; is confining (imitates groups) and facilitating (gives us a way to better understand what is happening) Cultural Symbol = physical indicators of organizational life (Rafaeli & Worline 2000) ARTIFACTS: visible/tangible, are also part of them norms, standards, customs and social convention. Norms: pattern of behaviors or communication...
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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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...So I want to talk about the organizational culture. We know the culture of the organization is an unique organization form with their own characteristics by adopting a long-term, members of accreditation and is accepted as a code of conduct, ideas. Organization culture is the deep-set value and belief system which their members broadly share. If the new one tries to integrate into an organization culture to carry out her work successfully and obtain approval , she needs to think and work with criterion of the organization consistent manner. These are the impact of organization cultures. In the film, we can figure out that the runway magazine is bound to many cultural value and fashion closely together . Previously the actress Andy wants to seek an editor in NYC, and she believes that the inherent idea is important, no matter what to wear, so early to runway magazine rarely pay attention to fashion their own learning and deepen the understanding of culture in this field. Until she personifies frustration and fidget for her job, her colleague comes to know herself by working attitude in fashion fields are optional, just according to her style of doing things. Therefore she is considered to be a person of not enough to do her best. After the change in the film, she changes her appearance, wear style and learned to make herself more fashion and does her best what she can do to complete the assignments by her boss. In fact, this change on Andy is not only from her appearance...
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...Culture of Xerox Organization BUS520 11 February 2014 Culture of Xerox Organization Xerox is an American multinational company with its headquarters based in Norwalk, Connecticut. Along came Joseph C. Wilson, who bet his family’s business on Carlson’s invention. As the company’s founder and the first chairman of Xerox, he was a man of deep social consciousness long before the phrase was part of the language of business, to promote a health environment. Xerox's rich heritage is based on customer-focused and employee-centered values that help deliver profitability and growth. Because of their commitment to customer-focused it has cause a diversity of culture to sustain the greater good of the company. The company does not look at the person it looks at what the person has to offer is why the company has thrives. Company Overview The company was established in 1906 as a photographic paper and related equipment company under the name The Haloid Photographic Company. In 1958, the company changed its name to Haloid Xenon and later to Xerox in 1961 (Hoover's, 2013). Joseph C. Wilson communicated a set of core values in 1960, less than a year after he launched the modern-day Xerox that focused on customers, our people, excellence, innovation and, behaving responsibly as a corporate citizen. Xenon was derived from xerography, which refers to the technology of dry printing. Through the world's leading technology and, services in business process and document management...
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...Toyota Organizational Culture Toyota is the world leader in manufacture of motor vehicles. Toyota has branches all over the world, and in almost all states in the United States. The three levels of culture which include in Toyota organization are artifacts, espoused beliefs and values, and basic underlying assumptions. The major aspects of organizational culture within Toyota include leadership and motivation (structures and processes), team work and communication (ideals, goals and values), and conflict resolution (taken-for-granted beliefs). According to Schein, “artifacts include the visible products of the group, such as the visible and feelable structures and processes” (Schein, 2010). Toyota leadership style is democratic, and it proven to be effective within Toyota. Toyota let their employees involved in decision making process, especially when the decisions affect themselves. At Toyota, employees are independence and there are minimal supervisions from the management. By doing this, it enable the employees to be innovative and work without interference. “Toyota has an elaborate employee participation and empowerment related system that uses creative suggestion program and quality improvement system using quality control circles” (Nayebpour, 2007). When employees make a mistake, the upper management advises employees to take it as a learning experience instead of award punitive measures. The upper managements always available to the employees at all times to solve their...
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...Corporate culture of the organization Corporate culture — set of models of behavior which are acquired by the organization in the course of adaptation to environment and the internal integration, shown the efficiency and divided by the majority of members of the organization. Components of corporate culture are: * the accepted system of leadership; * styles of a resolution of conflicts; * operating system of communication; * position of the individual in the organization; * features of gender and international relationship; * the accepted symbolics: slogans, organizational taboos, rituals. The term "corporate culture" appeared in the XIX century. It was formulated and applied by the German field marshal Moltke who applied it, characterizing relationship in the officer environment. At that time relationship was regulated not only charters, courts of honor, but also duels: the saber scar was obligatory attribute of belonging to officer "corporation". Rules of behavior, both written, and unwritten, developed in professional communities in medieval guilds, and violations of these rules could lead to an exception of their members of communities. Corporate culture usually existing in the organizations — a difficult complex of the assumptions which are unsubstantially accepted by all members of collective and setting the general framework of behavior. Modern heads and managing directors consider culture of the organization as the powerful strategic tool, allowing...
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