...Running head: DAU ORGANIZATIONAL CULTURE INVENTORY An Examination of the Defense Acquisition University Organizational Culture Inventory Circumplex Ernest Fagan Keller Graduate School of Management Jodi Harrell, M.A, M.S. MGMT 591 Aug 13, 2012 DAU ORGANIZATIONAL CULTURE INVENTORY Corporate OCI Styles This paper will discuss the OCI survey results of my workplace, Defense Acquisition University (DAU) and reflect on the validity of those results. DAU provides acquisition and government contracting training and certification to Department of Defense personnel. Not surprisingly, the primary OCI style was Humanistic-Encouraging. We as instructors go to great lengths to ensure students are given ample opportunity to succeed. We stay after class, provide assistance with their lesson plans, and deliver the material in a way that suits different styles of learning. I am particularly partial to making charts and drawing flowcharts of contracting processes to foster comprehension, interpretation, and application. Each class is also divided into teams. This helps simulate the actual workplace environment. Contracting specialists do not work alone. The need input from the customer, confirmation of funding from the budget office, and steady feedback from the vendor during contract performance. That is highlighted by the Affiliative score. ...
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...particular because of I’ve gain a great deal of experience in a real work place from being at this company. With delivering more than 200 billion pieces of mail per year and connecting to every U.S. home and business. We are said to be integral to our nation and its economy and seek the best leadership available to continue our excellence in operational performance. The Postal Service had a tradition of on time delivery and customer satisfaction, but due to budget cuts there has been a decline. In the station I work out of there are approximately 75 employees and 5 managers. This company has been around for over 200 years with the same Vision, Purpose, and Direction. Current culture: The primary skill expressed based off of the OCI is the need for power. No matter what position you play in the company everyone needs their voice to be heard. In the service and delivery department the two most important powerful ones were of course the Postmasters, who hired, fired and who had control over all the aspects of service and delivery decision making and a say so in some parts of the overall company progress. Then in my department of delivery I have a few supervisors who didn’t really care how the employees felt, it was what upper management wanted no matter if it was right or wrong. Then you have the managers who demand power but really don’t deserve it and of course the employees who feel like they should have power because of their position while working at the company...
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...Organizational Culture Inventory (OCI) Survey Introduction My organization is in the retail industry. Presently, I am employed as a sales staff at one of the most popular high-end children’s department store. This store is known for its low cost name brand children’s apparel and school uniform. My organization is a franchise and has various locations through out the borough of New York that is in Brooklyn, Bronx and Queens. The owners are three brothers so it is family operated. My organization has three department floors. The babies department is on the 1st floor, girls department is on the 2nd floor and the boys department is on the 3rd floor. I am working on the third floor (Boys department). The functions of my organization consists of the owner/C.E.O, Store operation; manager, cashier, sales staff, receiving, loss and prevention, Marketing; visual display, public relations and promotions, merchandising; planning, buying and inventory, Human resources; Personnel, training, finance: accounting, credit. Each floor is assigned a floor manager who reports to the store manager. The staff consists mostly women and the men do more of the inventory and moving of stock. Being that it is the retail industry, the organization main focus is to promote great customer service. Customers are the heart of the business. I recall when I got hired the store manager mentioned, “without the customers, we are nothing.” Members work either full time or part time, five days a week and are given...
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...three different operational sections that include the Active Army, the Army Reserve, and the National Guard. The three main purposes of the Army are to promote peace, resolve conflict and deter war, and if all else fails, fight and win a war. As such, the operational foot print of the Army is quite extensive and extends from the continental United States to many other countries and provinces across the world. This paper is constructed to provide a synopsis of the Army’s current culture, Targets for Cultural Change, Potential Benefits & Risks of Cultural Change, followed by a Conclusion and Reflection statement. Current Culture The culture of an organization is comprised of the assumptions, values, norms, rituals and beliefs of organization members that guide their thinking and behavior. This section is utilized to identify the Army’s particular primary, secondary, and weakest style of cultural norms along with the behaviors associated with the current cultural type. Information gathered from this section can be attributed to the corresponding results of a survey obtained entitled the Army’s Organizational Cultural Profile...
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...to eight people reporting to them. The Unit Level Managers have from fifteen to twenty people reporting to them. In order to manage such large numbers of people, the Unit Level Managers are encouraged to empower their employees to take ownership of their jobs. The Team Lead role is used as a substitute for a Unit Level Manager, with increased responsibilities, but there is no increase in pay or grade when someone assumes the job. Often managers use the Team Lead role to groom future managers of NGIT. Many of the Team Leads are motivated, self-directed individuals who have a certain amount of autonomy in their current roles, which pre-disposes them for managerial work in the organization. OCI Review Based on my analysis of SE using the Organizational Culture Inventory (OCI) analysis tool, I determined that the organization’s primary style is Conventional. Conventional cultures focus on following procedures regardless of their applicability. SE is mandated to follow two rigorous procedures: Defense Contractor X’s Integrated Engineering Process Guide (IEPG) and Capability...
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...Abstract The OCI is recognized as one of the most widely used and thoroughly researched organizational surveys in the world. The OCI provides a picture of an organization’s operating culture in terms of the behaviors that members believe are expected or implicitly required. By guiding the way in which members approach their work and interact with one another, these “behavioral norms” determine the organization’s capacity to solve problems, adapt to change, and perform effectively (Lafferty & Cooke, 2007). The OCI has been designed to help understand the organization that you work with and the internal culture. It gives you a perspective on the environment that you work in and how you fit with the culture. Introduction Nursefinders Staffing mission is to provide quality, comprehensive personnel management solutions, rewarding career opportunities, and superior health care services to our clients in a respectful and efficient manner. The entire Nursefinders Staffing team works hard to complete our mission. Nursefinders Staffing places the highest value on our employees and their contributions to help achieve Nursefinders Staffing’s overall mission. Nursefinders Staffing offers you a work atmosphere conducive to helping you exert your best in your job. At the same time Nursefinders Staffing expects you to perform your job responsibly, effectively, efficiently and competently. All Nursefinders Staffing staff, managers and employees must be committed to meeting or exceeding...
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...Boulder Guide to Motivating Employees Developed by the Department of Human Resources Updated July 2012 Table of Contents I. Introduction 4 II. Elements of a Successful Motivation Program 6 1. General Principles of Motivating Employees 6 2. Employee Involvement 7 3. Business Literacy 7 4. Vision and Values 7 5. Work-life Initiatives 8 III. Practices to Inspire Motivation in Your Work Unit 9 1. Say “Thank You” 9 2. Get to Know Employees 9 3. Developing a Flexible Work Schedule for Your Unit 9 4. Upward Feedback 10 5. LSI and OCI Organizational Inventories 10 6. Nominate Staff 10 7. Create Your Own Departmental Awards Program 10 8. Encourage Staff Participation on Campus 11 9. Creative Recognition Ideas 11 IV. Great Tools to Get You Started! 13 1. Developing a Departmental Recognition Program: Steps 13 2. Elements of a Successful Recognition Program……………………………. 13 3. Motivation Survey: How to Find Out What Employees Want 14 4. Motivation Ideas to Enhance the Work Environment 14 V. Practices to Build Motivation for Individuals 14 1. Motivating with Performance Management 14 2. Create a Successful Business Literacy Training Program 15 3. Department Mentoring Program 15 4. Course Offerings by Organizational and Employee Development 16 5. University Perspective Program 17 6. Interest Testing 17 7. Faculty and Staff Assistance Program (FSAP) 17 VI. What You Can and Can’t Do: Policies, Procedures and Guidelines at the University of...
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................................................. 7 Work-life Initiatives .......................................................................................... 8 III. Practices to Inspire Motivation in Your Work Unit ................................................ 9 1. 2. 3. 4. 5. 6. 7. 8. 9. Say “Thank You” .............................................................................................. 9 Get to Know Employees ................................................................................... 9 Developing a Flexible Work Schedule for Your Unit ...................................... 9 Upward Feedback ........................................................................................... 10 LSI and OCI Organizational Inventories ........................................................ 10 Nominate Staff ................................................................................................ 10 Create Your Own Departmental Awards Program...
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...STUDYING AND ANALYZING THE EFFECT OF ORGANIZATION CULTURE ON THE EMPLOYEE WORK ATTITUDE. by Fathi Abd El-Fatah El-Hashash Supervised by Prof. Dr. Kamel Ali Omran This paper was submitted in partial fulfillment of the requirements for the degree of MASTER OF BUSINESS ADMINISTRATION (MBA) at Maastricht School Of Management, MSM Maastricht, The Netherlands Maastricht School Of Management P.O.Box 1203 6201 BE Maastricht The Netherlands October 2007 COPYRIGHT All copyright reserved t the Regional IT Institute and to be owned by the Institute who reserve all rights to this document. Any copy, reproduction in any form or by any means and / or use of this document or any part of it is prohibited and only allowed after taking written permission from the Regional IT Institute. © Fathi El-Hashash, MsM-RITI-Cairo Outreach Program, 2007 i ACKNOWLEDGMENT With GOD wiliness I managed to finish this thesis after days and months of hard working. I would like to dedicate my thesis to the soul of my father who passed away 11 years ago, but still live in my heart and mind. I wish to tell him that I would never reached what I achieved in my life without your effort and raising, and no matter what I did I would never give you back what you deserve. Father I really do miss you so much my best friend. I would like also to dedicate my thesis to my mother, who suffer a sever illness problem, but gave me the best support I can ever have, I would like to thank my brother Ahmed, my sister...
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...Advanced Accounting Third Edition Susan S. Hamlen University at Buffalo, The State University of New York Ronald J. Huefner University at Buffalo, The State University of New York James A. Largay III Lehigh University Cambridge BUSINESS PUBLISHERS Cambridge Business Publishers ADVANCED ACCOUNTING, Third Edition, by Susan S. Hamlen, Ronald J. Huefner, and James A. Largay III. COPYRIGHT © 2016 by Cambridge Business Publishers, LLC. Published by Cambridge Business Publishers, LLC. Exclusive rights by Cambridge Business Publishers, LLC for manufacture and export. ALL RIGHTS RESERVED. No part of this publication may be reproduced, distributed, or stored in a database or retrieval system in any form or by any means, without prior written consent of Cambridge Business Publishers, LLC, including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. STUDENT EDITION ISBN: 978-1-61853-151-3 Bookstores & Faculty: to order this book, call 800-619-6473 or email customerservice@cambridgepub.com. Students: to order this book, please visit the book’s Website and order directly online. Printed in Canada. 10 9 8 7 6 5 4 3 2 1 PREFACE W elcome to Advanced Accounting. We wrote this book with two major objectives in mind. First, we seek to reflect the changing topical emphases and content in the advanced accounting course; coverage is completely updated for new developments concerning...
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...EDUCATION Ph.D. Information Science & Technology, Syracuse University (Sept 2004- Sept 2010) Dissertation Topic: Leadership perceptions and behaviors in self-managing virtual teams (Open Source Software Development Teams). Chair: Dr. Robert Heckman Committee Members: Dr. Kevin Crowston, Dr. Nora Misiolek, Dr. Derrick Cogburn M.B.A. Specializations in Supply Chain Management, and Global Entrepreneurship, Syracuse University (Syracuse, NY. 2001-2003) GPA: 3.8 / 4.0 M.S. Information Management, Syracuse University (Syracuse, NY, 2000-2002) GPA: 3.9 / 4.0 B.S. Business Administration, Middle East Technical University (Ankara, 1996-2000) GPA: 3.7 / 4.0 JOURNAL ARTICLES Eseryel, U. Y., Eseryel, D. (Submitted). Leading by Doing Work: Leadership in Self-Managing Virtual Teams. Crowston, K., Howison, J., Chengetai, M., & Eseryel, U. Y. (2007). A Balancing Act: The role of face-to-face meetings in technology-supported self-organizing distributed teams. IEEE Transactions on Professional Communications, 50(3), 185-203. Crowston, K., Li, Q., Wei, K., Eseryel, U. Y., & Howison, J. (2007). Self-organization of teams in free/libre open source software development. Information and Software Technology Journal, Special Issue on Qualitative Software Engineering Research, 49(6), 564-575. Nicholson, S., Sierra, T., Eseryel, U. Y., Park, J., Barkow, P., Pozo, E., & Ward, J. (2006). How much of it is real? Analysis of paid placement in Web search engine results. Journal...
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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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...traditional and consumer-directed health insurance products and related services, including medical, pharmacy, dental, behavioral health, group life, and disability plans, and medical and healthcare management services. Among its historical highlights: It insured the Manhattan Project and also the lives of the first seven American astronauts in 1963.Aetna and its employees know that business success and community success are inseparable. Aetna carries with it a legacy of civic responsibility and an ingrained culture of caring deeply. Aetna’s approach to philanthropy is grounded in the philosophy that a prosperous economy has as its foundation a stable society. Aetna was the corporation reviewed in my OCI paper. Aetna has a great diversity culture . It have difficulties with innovation in their culture . They must use better technology to provide greater customer service and feed back . Training their workers on how to organize their customer data in more sufficient way . In summary Etna need to improve and innovate their information system technology , also the management system and their employees must share more passion for innovation , exploration and creativity . When managers don't tell employees how well their work meets customer...
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...Class of 2014 First-Year Professional Development Timeline Ongoing Check email, the Career Center webpage and the Professional Development Resource Center (PDRC) for updates at least weekly. Review and regularly re-assess your personal professional network. Review legal & business media sources, including market-specific publications, both for subject matter content and possible points of connection. Attend and participate in the Career Center’s required first-year curriculum. Engage with the Law School and broader legal community to: o Master key laws and current challenges in your practice area of interest; o Strengthen core skills needed to demonstrate your commitment to qualification for a career in your desired field; and o Create advocates invested in your professional success by actively pursuing intentional relationships. October 2011 Prepare your best legal resume, utilizing the guidance and resources provided in this Manual. Prepare your “baseline” cover letter for legal positions utilizing the guidance and resources provided in this Manual. Attend Foundations of Professional Development presentation to which you are assigned by LARW section. o Receive and review your copy of the Class of 2014 Career Planning Manual. o Receive and review the eight-session, required curriculum for all firstyears. o Receive and review the list of summer opportunities accepted by members of the Class of 2013 as first-years. o Receive and review the abbreviated professional...
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...Improving Wal-Mart’s Employee Relations GM591: Leadership and Organizational Behavior April 20, 2010 INTRODUCTION The Organization that we selected as our topic of discussion in our Project Paper is the Wal-Mart Corporation. Sam Walton is the founder of Wal-Mart. He opened his first store called Wal-Mart Discount City in Rogers, Arkansas in July of 1962. Their corporate office is currently located in Bentonville, Arkansas. Wal-Mart Stores Inc. incorporated its stores on October 31, 1969. In 1972, they started selling stock on the New York Stock exchange. Although, though the company has had controversial operational business practices they have grown to be the largest Retail Corporations in the world. In 1997, Wal-Mart was able to become the largest private employer in the United States. In that same year, their annual sales totaled over $105 billion. In 2010, Wal-Mart has over 2.1 million employees worldwide. There 2010 fiscal year sales exceeded $400 billion dollars (Wal-Mart About Us, 2010). I have been a loyal customer of Wal-Mart for years. Therefore, I was shocked when I found out about some of Wal-Marts questionable unofficial policies through talks with friends and family members who worked for them in the past and some who currently employed by them. My mother in law worked for them from 2006 thru 2008. She was required to work 8-hour shifts without a lunch break on a regular basis. One of my cousins was required to clock out because...
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