...After reading about Deal and Kennedy’s elements of culture and the Classical Management approach, I noticed they are almost polar opposites. Deal and Kennedy’s approach is based on five basic elements of organized culture: business environment, values, heroes, rites and rituals, and the cultural network. They believed “what companies do in their competitive environments shapes the reality of how organizations manage activity and whether they are successful.” (Shockley-Zalabak, 2012) Values help people put effort towards the right things. These values allow people to be dedicated to a cause, which guides decisions about different kinds of situations and behaviors. These values could both help and limit change when it may be necessary to make certain changes in organizational environments. Deal and Kennedy (1982) believe that heroes are every day human beings who become role models for the values of the culture. Stories of these heroes help guide members of the organization in what they should do and what is expected and valued. Rites and rituals serve the same purpose. Management rituals are described by Deal and Kennedy as “formal meetings in which rituals develop about the number held, the setting, the table’s shape, who sits there, and who is in attendance.” (Shockley-Zalabak, 2012) They feel this form of organizational communication is the cultural network and the only way to be truly successful, in a sense. The Classical Management approach comes from an era of scientific...
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...Report CULTURAL AND CRITICAL APPROACHES : DELOITTE AUSTARIAL Table of contents List of tables Executive summary 1 Introduction 1.1 Purpose and Scope 1.2 Method 1.3Limitations 1.4 Assumptions 1.5Background 2 Cultural Approach 2.1 Findings 2.2 Discussion 3 Critical Approach 3.1 Findings 3.2 Discussion 4 Recommendations 5 Conclusion References Executive summary Organization culture are powerful forces that drives a organization towards succes. In this report we will be discussing about the cultural and critical approaches that we see in Organization behaviour. In recent years due to globalization they have been may Multinational companies that have set by office around the world. They employee various people from different background, culture, Society to work in there companies. This report tries to understand how the organization culture and power of an organization impact there employees. For this report Deloitte Australia is take and its organization culture and power are studied and its observations are reported in this report. 1. Introduction 1.1 Purpose and Scope “Organization culture is not just another piece of the puzzle, it is the puzzle. Culture is not something an organization has; a culture is something an organization is.”( Pancnowsky & O’Donnell-Trujillo, cited in Brown...
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...Importance of Organisational Culture Organisational cultures are created by people. An organisation’s culture is also created and maintained by the organisations leadership. Organisational culture is important to alphabet games because the culture of the workplace shapes the way the employees act and relate to others both internally and externally. This can have a significant effect on the way the organisation operates. The culture is the feel we get when we walk into an organisation, made up of assumptions, values and norms. The attitude, behaviour and traits that dominate the organisation can affect the way we act with other individuals. Every organisations culture varies. There are four main elements of culture, which are: 1 Basic Assumptions – tells employees how to feel and think about things. 2 Values – what ought to be in an organisation. 3 Norms – the way employees should behave. 4 Artefacts – visual demonstration of the culture. Shared values are beliefs, concepts and principles that underline the culture of the organisation, which determines the behaviour of its employees. These values link an organisation together. An example of shared values in Alphabet games is their extensive experience in software development which has developed into a world renowned reputation for excellence, quality and innovation. This tells the employees what is important to Alphabet games and assumes that employees pay close attention to providing such a...
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...CULTURE http://www.managementstudyguide.com/charles-handy-model.htm Charles Handy Model of Organization Culture inShare1 Tweet What is an organization ?An organization is a setup where individuals (employees) come together to work for a common goal. It is essential for the employees to work in close coordination, deliver their level bests and achieve the targets within the stipulated time frame for the smooth functioning of the organization.Every organization has certain values and follows some policies and guidelines which differentiate it from others. The principles and beliefs of any organization form its culture. The organization culture decides the way employees interact amongst themselves as well as external parties. No two organizations can have the same culture and it is essential for the employees to adjust well in their organization’s culture to enjoy their work and stay stress-free.Several models have been proposed till date explaining the organization culture, one of them being the Charles Handy model. | | Who is Charles Handy ? Charles Handy born in 1932 in Ireland is a well-known philosopher who has specialized in organization culture. According to Charles Handy’s model, there are four types of culture which the organizations follow: Let us understand them in detail: 1. Power There are some organizations where the power remains in the hands of only few people and only they are authorized to take decisions. They...
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...SUBMISSION DATE : 8TH NOVEMBER 2013 QUESTION 1 Assess the extent to which Dicom Group’s culture is aligned to its vision and mission. Organizational culture is basic presumptions and beliefs that are shared by members of an organisation and eventually assimilated by the group of people who enters the organisation. (Schein, n.d) It is imperative for an organization’s culture to be aligned to its vision and mission. Cultural web which was introduced by Gerry Johnson (1988) could be used as an implement for mapping of organizational culture. This could determine whether its culture is on the same path with its vision and mission. The elements of these cultural web includes ‘stories’, ‘symbols’, ‘rituals & routines’, ‘power structure’, ‘organizational structure’, ‘control system’ and ‘paradigm’. The same tool applies for Dicom Group, the document capture and enterprise content management. Does their culture align with their vision and mission? We shall see. Plenty cultures are practiced between the employees within Dicom Group. A cultural element that is present is ‘Symbols’ which is clearly portrayed in the language. An example is that the Dicom Group promotes themselves as the ‘Dicom Family’. The employees also tend to say ‘Standards’ to a colleague whom has done well and also for setting a par which rivals would find hard to match. This relates to the motivation-hygiene theory by Herzberg which derives that recognition are motivators because employees find them...
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...it together. These are expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is the way the organization conducts its business, communicates and exchange information. The ideal organisational culture depends on the strategy of the company and kinds of competitive forces its businesses are dealing with. Values are building blocks of culture. They motivate behavior and emotional responses. They support the process in which people approach their work, make choices and decisions and deal with each other. Deal and Kennedy’s cultural model helps us understand rites and rituals in corporate culture. Deal and Kennedy’s cultural framework was based on set of six cultural elements; history, values and beliefs, rituals and ceremonies, stories, heroic figures, the cultural network. Sharing the traditions of the past keep people anchored to the core values that the organisation was built on. Cultural identity is formed around the shared beliefs of what is really important, and the values that determine what the organisation...
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...The Cuban Missile Crisis: Reading the Lessons Correctly Author(s): Richard Ned Lebow Source: Political Science Quarterly, Vol. 98, No. 3 (Autumn, 1983), pp. 431-458 Published by: The Academy of Political Science Stable URL: http://www.jstor.org/stable/2150497 Accessed: 10/11/2008 23:45 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at http://www.jstor.org/action/showPublisher?publisherCode=aps. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is a not-for-profit organization founded in 1995 to build trusted digital archives for scholarship. We work with the scholarly community to preserve their work and the materials they rely upon, and to build a common research platform that promotes the discovery and use of these resources. For more information about JSTOR, please contact support@jstor.org. The Academy of Political Science is collaborating with JSTOR to digitize, preserve...
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...The Cuban Missile Crisis: Reading the Lessons Correctly Author(s): Richard Ned Lebow Source: Political Science Quarterly, Vol. 98, No. 3 (Autumn, 1983), pp. 431-458 Published by: The Academy of Political Science Stable URL: http://www.jstor.org/stable/2150497 Accessed: 10/11/2008 23:45 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at http://www.jstor.org/action/showPublisher?publisherCode=aps. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is a not-for-profit organization founded in 1995 to build trusted digital archives for scholarship. We work with the scholarly community to preserve their work and the materials they rely upon, and to build a common research platform that promotes the discovery and use of these resources. For more information about JSTOR, please contact support@jstor.org. The Academy of Political Science is collaborating with JSTOR to...
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...significant differences. This essay will explore these issues and to come up with a personal critique of the benefits and shortfalls presented in each approach. Historical Background CP originated in the USA. It was influenced by the mental health reform movements (moral treatment, mental hygiene, and deinstitutionalisation) and the fight against poverty for social change and justice (Guernina, 1995:4). According to Seedat, Cloete & Shochet (cited in the Reader for PYC4811, 2013:218-219) this was primarily due to the need to find help in alleviating the powerlessness felt by psychologist during times of political upheaval, and the lack of resources and treatment facilities for all sectors of the population. CP gained momentum with President Kennedy’s proposal to the US Congress in the early 1960s that funding should be set up for treatment centres for the mentally ill as well as for prevention centres (Albee, 1995, cited in the Reader for...
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...Dawn’s Office Supply Strategic Marketing Plan AJK Marketing Consultants Altha Murray, Jeanene Francis, Jeff Logsdail, & Kim Fletcher University of Baltimore MTKG 497: Selling Concepts and Strategies Professor: Brad Fountain April 23, 2010 Contents I. Executive Summary 1 II. Company Background 2 III. Challenge 3 IV. Situation Analysis 4 Internal: Ineffective Company Website 4 External: Decreasing Sales & Customer Retention 4 Internal: Low Brand Identity & Equity 5 Business to Business 6 Market Analysis 7 Competitive Landscape 7 Competitors 7 Furniture & Room Design Services 8 Social & Cultural 9 V. Market Segmentation 11 Description/Percent of Sales 11 Target Effectors 11 VI. Alternative Marketing Strategies 12 VII. Selected Marketing Strategy 13 Website Improvements 13 Price promotion 13 Outsourcing & Specialization of Customer Service Expertise 13 Furniture Design Service 14 Automatic Re-Ordering System 15 Toner Recycling – Add “Green” Value 15 Increase Brand Awareness 16 Refurbish Logo 16 Join Trade Associations 16 VIII. Short & Long Term Projections 17 First Year Goals 17 Two Year Goals 17 Table 2. Marketing Plan Budget and Calendar 17 IX. Conclusion 18 Works Cited Executive Summary The company was founded in 1947 by a disabled Marine veteran, Thomas Kennedy, who believed in providing quality office...
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...the work place10 Outcome 5: Operational Plans11 References13 OUTCOME 1: EVALUATE THE IMPORTANCE OF BUSINESS PROCESS IN DELIVERING OUTCOMES BASED UPON BUSINESS GOALS AND OBJECTIVES 1.A. GE culture is highly influenced by the factor of innovation. This can be considered as the prime reason for its existence over such a long period of time along with maintaining present level of goodwill in the market. This can be best represented by handy model as this model laid its focus over maintaining flexibility in the work system of the organization which is an obligatory measure to be adopted in an organization like GE. b. Deal and Kennedy model relates two important aspects, i.e. risk and feedback associated with the company in a highly refined manner. This is a relevant model with respect to GE because of the level of diversity present in its culture along with high potential that is required to make sure that all the competencies of GE are utilized appropriately. This has been depicted in below shown figure, (Deal and Kennedy's cultural model) 2.Mission statement of an organization is directly related with the inner strength of the company. This has to be defined in such a manner that it is not deviated from its main objective. It is liable to take factors like economy, market fierceness, operations, stakeholders into account as these are the most important entities associated with the process of production. Economy of the company and external environment makes an important impact...
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...Menslikehulpbronbestuur, 2006, 4 (1), 36-43 AN OPERATIONAL ’PROJECT MANAGEMENT CULTURE’ FRAMEWORK (PART 1) YVONNE DU PLESSIS CRYSTAL HOOLE yvonne.duplessis@up.ac.za Department of Human Resources Management University of Pretoria ABSTRACT The aim of this research is to develop an operational ‘project management culture’ framework, which can be used by project managers and organisations to support project work. One of the main causes of project failure is attributed to a non-supportive project management culture in organisations. A triangulation method is followed inclusive of a thorough literature review, a survey questionnaire and a concept mapping process. A project management culture framework with descriptive elements, based on Deal and Kennedy’s (1982) definition of organisational culture, comprising of four dimensions i.e. project process; people in projects; project systems and structure, and project environment was developed. Key words Project management culture The management of projects has become a strategic issue for many companies. Issues such as strategic alliances, rapid movement of labour and capital, and failure of projects are calling for the need of risk assessment and management from a new perspective. An organisation that wants to remain competitive in providing its customers with continually improved products and services has no choice but to use project management concepts and processes (Cleland, 1994). complex processes and structures...
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...Economic: Supermarkets began selling drinks, particularly premium lager, at lower prices which encouraged people to drink at home and spend less money in pubs. Due to this changes, JDW sales and profit growth have also slowed down and the number of new openings was lower than the previous year. Political and legal: Monopolies and Mergers Commissions had been limited the number of pubs which a brewer could operates. It was one of the reasons for JDW's successful expansion because they entered into the market as a retailer without any connection with brewery. The traditional link between the brewing companies and pubs known as the "tied house" system has been broken by a ruling. Part B (SWOT analysis) Strength JDW pubs are based on his model for a pub on a 1946 essay by George Orwell offering cheap beer, good conversation and solid architecture. Many of JDW pubs are in high street locations in town and city centres. This always will bring more customer and sales will increase. JDW does not have any connection with brewery as the monopolies and mergers commissions ruled the "tied...
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...1. Define organizational culture and discuss its three layers. Organizational culture represents the shared assumptions that a group holds. It influences employees' perceptions and behavior at work. The three layers of organizational culture include observable artifacts, espoused values, and basic assumptions. Artifacts are the physical manifestations of an organization's culture. Espoused values represent the explicitly stated values and norms that are preferred by an organization. Basic underlying assumptions are unobservable and represent the core of organizational culture. 2. Discuss the difference between espoused and enacted values. Espoused values represent the explicitly stated values and norms that are preferred by an organization. Enacted values, in contrast, reflect the values and norms that actually are exhibited or converted into employee behavior. Employees become cynical when management espouses one set of values and norms and then behaves in an inconsistent fashion. Chapter Scan Corporate cultures provide identifying characteristics and values for organizational members to appreciate and learn. Cultures are distinguished by artifacts, values, and basic assumptions. The socialization process is the entry stage in an organization that provides clues about its culture. Cultures are difficult to change, yet change is necessary in some instances for survival. Organizations need an adaptive culture in order to respond effectively to the...
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... BERNATH LECTURE The New International History of the Cold War: Three (Possible) Paradigms* The Cold War is not what it once was. Not only has the conflict itself been written about in the past tense for more than a decade, but historians’ certainties about the character of the conflict have also begun to blur. The concerns brought on by trends of the past decade – such trifles as globalization, weapons proliferation, and ethnic warfare – have made even old strategy buffs question the degree to which the Cold War ought to be put at the center of the history of the late twentieth century. In this article I will try to show how some people within our field are attempting to meet such queries by reconceptualizing the Cold War as part of contemporary international history. My emphasis will be on issues connecting the Cold War – defined as a political conflict between two power blocs – and some areas of investigation that in my opinion hold much promise for reformulating our views of that conflict, blithely summed up as ideology, technology, and the Third World. I have called this lecture “Three (Possible) Paradigms” not just to avoid making too presumptuous an impression on the audience but also to indicate that my use of the term “paradigm” is slightly different from the one most people have taken over from Thomas Kuhn’s work on scientific revolutions. In the history of science, a paradigm has come to mean a comprehensive explanation, a kind of scientific “level”...
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