...An evaluation of the relationship between Organisational Culture defined using The Competing Values Framework (1988) and Allen and Meyer’s (2000) Organisational Commitment types. Introduction to culture Organisational Culture is a topic that has been addressed by many theorists and defined in numerous different ways (Ostroff, Kinicki, & Tamkins 2003), with the most famous definition being “the way we do things around here” (M Bower 1966). However a more comprehensive, inclusive definition of culture would be: “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” (Schein 1996). With this in mind, it is widely accepted that organisational culture not only has an impact on performance (Brown 2008; Andersen et al 2009) but has been described as one of the most powerful and stable forces operating in organizations (Lamond 2003). The Competing Values Framework This paper will use the Competing Values Framework (CVF, Figure 1) to address the aforementioned topic of corporate culture’s effect on organisational commitment, as it is regarded as the most popular approach for assessing the performance of a company (Gregory et al, 2009). The model itself is comprised of two main axis, the first reflecting the dimensions of change and stability within an organizations’ culture. One end of this axis represents a prominence towards flexibility and spontaneity, whereas...
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...Introduction 3 Discussion of cultural frameworks 3 My cultural background and discussion of my cultural scores 6 Recommendation on cross cultural management 7 Conclusion 8 References list 9 Introduction Cultural practices in different regions of the world are different. In managing a firm in a particular region, a manager should thus understand the effective cultural practices in the region so as to conduct management in an effective manner (Joint, 2013). The cultural practices determine the expectations of the workforce from the manager and the conditions required by the workforce in a firm so as to yield an optimal output. The knowledge on cultural diversity is greatly applicable in the advertising and branding activities of the firm. It enables one to understand the consumer behavior and thus make informed decisions on the strategies to be undertaken (Verhoest et al., 2010). From the concept and impact of the difference in the cultural practices, then it is crucial for all managers to understand the cultural differences in the regions they conduct their management. In an aim to analyze the cultural frameworks, various cultural frameworks have been generated. The most preferred cultural framework for analysis is the Hofstede’s cultural framework (Dong et al., 2010). Discussion of cultural frameworks In this essay, one analyzes the nature and dimensions of the Hofstede’s cultural framework. It is a model that distinguishes cultures into five dimensions. The five dimensions...
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...BRAVE Framework for Thinking About Culture | PrimeGenesis NEWS BLOG CONTACT HOME ABOUT US EXECUTIVE ONBOARDING BEFORE DAY ONE OUR BOOKS THE NEW LEADER’S PLAYBOOK TOOLS BRAVE FRAMEWORK FOR THINKING ABOUT CULTURE DECEMBER 7, 2010 BY GEORGE BRADT 16 COMMENTS ORGANIZATIONAL CULTURE: SO IMPORTANT – SO MISUNDERSTOOD We created some new frameworks for the 3rd edition of our book The New Leader's 100-Day Action Plan. One of those is the BRAVE cultural framework. At some level, everyone knows culture is important, but people struggle to define, understand, and influence it. Since we originally created this framework, many have found BRAVE helpful in building shared cultural understanding and action. BRAVE CULTURAL FRAMEWORK BRAVE encapsulates components of culture including the way people Behave, Relate, their Attitude, Values, and the work Environment they create: Behave: The way people act, make decisions, control the business, etc. Relate: The way people communicate with each other (including mode, manner, frequency, and disagreement), engage in intellectual debate, manage conflict, credit and blame, etc. (1) Attitude: How people feel about and identify with the organization, its purpose, and its stakeholders, etc. A big part of this comes through in individual and organizations' sense of commitment to what they are doing. Values: People's underlying beliefs, principles, approach to learning, risk, time horizons, etc. Environment: The way people...
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...An Analysis of the Culture of an Organization Student’s Name University Contents 1.0 Background to the Organization...........................................................................................3 2.0 Theoretical Framework.........................................................................................................4 3.0 Discussion of Central Topic..................................................................................................6 4.0 Conclusions..........................................................................................................................13 References..................................................................................................................................15 An Analysis of the Culture of an Organization 1.0 Background to the Organization Every organization has a personality that is unique, that individual character in the society is its culture (Barker, 2010). My company of choice for analysis is The Hongkong and Shanghai Banking Corporation (HSBC). I have used this bank to discuss the central topic in my report.As I have found it to have a strong corporate culture that has continued to improve its efficiency, value, performance and ratings over the years. HSBBC is a privately based organization; it was incorporated in 1865 with a primary objective of increasing trade and commerce between Europe and China. The headquarters of HSBC are located in London...
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...0 Organisational Culture 3 3.0 Theoretical Framework Used 5 4.0 Reason for Using Schein’s Framework 6 5.0 Analysis of Apple’s Workplace Design 8 6.0 Conclusion 11 7.0 References 13 8.0 Appendix 16 1.0 Introduction Apple Inc was found by Steve Jobs and Ronald Wayne in 1976. Apple is a successful and well-known company that designs, creates and produces consumer electronics, computer software and personal computers. Apple is also well recognised for the used of technology that is cutting edge and the innovation that take place on the products. Macintosh computers, iPhone, iPod and iPad are the best-known hardware products of Apple. As the slogan that used in the advertising in 1997, “Think Different” and Steve Job’s creativity and passion in making innovation and differentiate the products from competitors has been the culture of Apple. The leadership of Steven Jobs and the culture that embedded inside the company have drive the success of Apple and become the market leader. As culture informs success and leadership drives culture (Elliot, 2012). 2.0 Focus of Report on Culture on Organisation Practice Nowadays, it has been recognised that different organisations have distinctive culture that embedded in the organisation. Every organisation has the unique cultures that makes it different from the other organisation and give people a sense of direction in achieving the goal. Therefore, it is essential to understand the culture of organisation....
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...Slide 3 Culture is an important word for businesses today. Culture is defined as, “the set of behaviors, values, artifacts, reward systems, and rituals that make up [an] organization” (Bersin, 2015). Finding out which culture best suits your company at the present time will help with deciding if that culture is ideal or if it needs to be restructured. To determine ones culture is is necessary to learn about the four competing values in their framework. The Competing Values Framework (CVF) analyzes the four differing frameworks in two dimensions; horizontal and vertical. The horizontal axis represents where the focus of attention lies; to the left it leans more towards the attention of the employees and remains within the company whereas the right side leans more towards outside an organization and its customers. The vertical axis is focused on where the decision making power is; at the bottom it remains with the management making the decision where nearer the top it is focused on allowing the employees to be empowered to make their own decisions. The four cultures are broken down into categories that align with both the horizontal and vertical lines. * Clan: This culture is classic “family.” The type of characteristic this framework has is that the employees are loyal to the business and to its cause, there is a big focus on flexibility, and the company is driven by a shared vision and goals. * Adhocracy: This framework is more independent than the other three...
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...Choose one of the frameworks for categorizing and comparing cultures from your reading. Summarize the framework and its main components for categorizing culture. Explain how you may implement this framework in a current or future professional setting. Explain the potential strengths and pitfalls of using this framework within your professional setting. The Kluckhohn and Strodtbeck framework identifies six dimensions of culture, problems that all societies face. The framework then offers three ways in which the society can handle that problem. By determining how a society handles each problem, you can learn a lot about their culture. This framework allows you to see where the society is coming from, so you can respond to their worldview, and not commit an intercultural mistake. Kluckhohn and Strodtbeck’s framework was revolutionary since it conceptualized the idea of cultural variation. The framework also allows all solutions to be present in a society, but ranks them in order of preference. Take the “Relationships Among People” problem as an example of the framework’s application. The framework offers the following three options for dealing with this problem: (1) The greatest concern and responsibility is for one’s self and immediate family (individualist), (2) for one’s own group that is defined in different ways (collateral), or (3) for one’s groups that are arranged in a rigid hierarchy (hierarchal). If you are interviewing to work at a firm that puts an emphasis on...
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...Introduction The chapter begins with an introduction that explains the research framework. The intention of this study is to analyze the relationship between compensation and benefits and others independent variables towards the employee turnover. Then, it proceeds about the hypothesis development. The theoretical framework and hypothesis development examine the relationship between dependent variable and independent variables. Next, it goes to data collection methods that consist of primary data and secondary data collection. Next, the size and number of respondents and sampling method will be explained. After that, it goes to the data analysis method for qualitative and quantitative data in this study. Research Framework Since all the variables are being determined, the factors that cause the employee turnover in the working place will be developed through the framework. In this framework, it will consist of dependent variable and independent variables only. The independent variables are compensation and benefits, organization cultures, supervisor, job analysis and characteristics, and career development. On the other hand, the dependent variable is employee turnover that deeply discuss in this research. All the independent variables are being measure with the relationship with employee turnover. The chapter begins with an introduction that explains the research framework. The intention of this study is to analyze the relationship between compensation and benefits and others...
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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 Journey into Cultural Care and Diversity in Nursing: A Personal Framework I have had the opportunity to work in many different areas of nursing, and have learned a great deal regarding cultural care and diversity among patients and their families. I have used my past experiences in each different unit and healthcare facility to improve my communication and rapport with my patients and their families to improve the continuity of care. I have been exposed to patients from different countries, cultures, and religions on a daily basis. I believe that it is crucial for the nurse to build a trusting non-judgmental relationship with the patient and their families to show compassion. When caring for patients I listen to their concerns, decrease the stress levels and improve communication and recovery. As a nurse I must take in consideration the culture and religion in which they come from, and care for them appropriately to avoid upset and miscommunication. My goal and focus is to use holistic care to provide the patient with a successful recovery. My personal framework paper will be expressing my own personal journey as a bedside nurse and using my own personal beliefs, values, and philosophies related to caring for culturally diverse patients. Madeleine Leininger’s Cultural Care Diversity and Universality Theory, and the nursing metaparadigm will be discussed, and shown how it is incorporated into my daily nursing practice. Philosophy In McEwen and Wills (2011), Empiricism...
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...significant challenges and the new skills to successfully meet these challenges. One of the first issues that an MNC faces is that because it operates in multiple countries, it must deal with multiple sources of sovereign authority. This involves working with different laws and legal systems, or in some cases the lack of systematic legal structures and processes. * Executives in positions at headquarters or in foreign subsidiaries must have the skills to understand the impact of various laws, tariffs, taxes, enforcement practices, overarching legal systems, and be able to work with host government officials in enacting and maintaining reasonable legislation across a wide variety of countries and cultures. * Second, MNCs must also operate in different markets with different cultures, histories, values, social systems, languages, etc., which often require not only product diversification but intra-product differentiationby country. * This requires executives who can analyze these country endowments and form strategy that balances local demands and global priorities. Thus, the current and future business environment demands executives who can work effectively across national and cultural boundaries or can, manage "in a borderless world.' American executives will not...
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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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...1799 1799 ‘How are the concepts of culture and leadership linked?’ Introduction: This literature review will make use of four pieces of academic work to discuss how the concept of culture can intrinsically affect leadership. The literature finds that the link between culture and leadership is an important, yet complicated relationship. I will begin by discussing and defining the central concepts of culture and leadership. I will then explain and analyse the significance of culture upon leadership. Finally I will review Hofstede’s cultural framework to assess its significance and relevance to the topic at hand. Culture: To begin, culture is a phenomenon that carries multiple definitions. A simplistic view sees it as “how things are done around here”(Ouchi and Johnson, 1978 p.293). Culture can also encompass the behaviours, attitudes, norms, morals and unconscious values instilled within a group of individuals (Schien, 1985). Hofstede himself defines culture as the “collective mental programming” (Hofstede, 1980 pp.43) of individuals bound by some form of common orientation or geographical boundary. Culture shapes everything within society, and as an extension, leadership. Leadership is another interlinked concept, commonly defined as a relationship by which followers are influenced, and inherent changes are made towards a collective purpose (Daft and Lane, 2005). Moreover leadership refers to the “core set of traits, behaviours, skills, or characteristics that...
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...EMPL 3270: NEGOTIATION – THEORY & PRACTICE RESEARCH ESSAY Q2: According to Fells (2012, p.207) “As a negotiation unfolds, it is easy to attribute any behaviour, particularly behaviour that is different to your own, to culture and so ignore the many similarities”. Consider this statement with reference to contemporary research on cross-cultural negotiation and use examples to illustrate your analysis Introduction: Former President and charismatic leader of the United States John F. Kennedy once stated that, “We cannot negotiate with people who say what's mine is mine and what's yours is negotiable” (Kennedy, 1961). This timeless quotation epitomizes and typifies in essence what can commonly be regarded as cooperative negotiation. Formally, the term negotiation is commonly defined as two or more parties or groups deliberating amongst each other endeavoring to achieve a decisive result, which is mutually beneficial for both entities. When considering the process of negotiation across contrasting geographic locations or countries, negotiators have to understand the repercussions which heterogeneous cultures have in the final outcome of a potential deliberation. Culture is defined as the ‘unwritten rules of society’ (Hofstede et al, 2010) and most typically refers to those characteristics or values, which are unconsciously embedded in a large group of citizens through the ongoing processes of tradition and various forms of education. Understanding the pertinence of cultural...
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...Institutional 22 Conclusion 23 References: 25 Introduction The purpose of this paper is to address and analyze the challenges Wal-Mart faced during its entrance into the German market in the late 1990s. We have analyzed this with the following problem in mind: “Which aspects, both cultural and institutional, led to Wal-Mart’s failure in Germany and what should they have done instead?” We will approach this problem by outlining theoretical frameworks for analyzing cultural and institutional aspects of a company. We will then employ said theories in order to analyze the case of Wal-Mart’s failure in Germany. Finally, we will come to a conclusion concerning what they should have done as they entered into the German market. Different forms of distance CAGE, Taste and deep-seated preferences, strong national identities, management lacks diversity, mismatch, handling cultural and institutional distances is the essence of international management. Did Walmart start in culturally proximate markets? Customer bahaviour, culture. No one stop shopping. Feel for german shoppers, who care more about price than having...
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