...How national culture of Sri Lanka impact on organizational culture and leadership Culture describes our behavior, our thoughts, our religion, our customs and everything in relation to our lives. Sometime it may be tangible and may not be tangible. From childhood culture is attached to our lives. Majority of the people in our country accept this culture without questioning it. As citizens in Sri Lanka we have a unique culture than the other countries. It can be called as “national Culture”. According to Geert Hofsted national culture means collective programming of the minds that distinguishes members of one group or category of people from another. We learn our national culture intentionally or unintentionally in our early childhood. As Sri Lankan people we highly respect others and also respect our family relationships. Especially we respect elder persons in the country. But in western countries they do not think seriously about family relationships. We show our feelings well. We cry when we sad. Laugh when we are happy. But Japanese people do not show their feelings to outside. Majority of the people are Buddhist in our country. Because of that Buddhist culture is embedded to our national culture. In India majority is Hindu people. They are not eating beef. Once Mc Donnels sells beef in India, Indians sued against Mc Donnels. That is to protect their culture. Although western people always try to keep a distance physically when they are talking, we do not have like this...
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...The advantages of differing views on organisational culture theory: the benefits of a multiparadigm approach The purpose of this essay is to outline the advantages and disadvantages of robust debate surrounding the field of organisational culture. To achieve this, this essay presents the benefits of robust debate which has led to multiple paradigms surrounding the field of organisational culture within organisational theory. It will then be demonstrated how the effect of multiple paradigms produces various, ever improving research approaches, and different research methods which contribute insights that refute, support or extend current knowledge (Lewis & Kelemen 2002). When examined, these techniques provide a context for change within management practice using a multiparadigm approach. It has been observed by many researchers that a single paradigm is inevitably limiting when attempting to uncover certain facets within organisations and can obscure others (Schultz and Hatch 1996). The apparent discourse within organisational culture theory has exemplified organisational theory to the extent that Mingers and Brocklesby (1997) praised organisational studies for exemplifying and encouraging multiparadigm interests within other fields of research (e.g. physics, biology). The benefits of a multiparadigm approach is argued to offer a midpoint between the extremes of academic theory; this has been achieved in organisational culture by constructing consistent representations...
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...What is Culture? Basically, organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors. Members of an organization soon come to sense the particular culture of an organization. Culture is one of those terms that's difficult to express distinctly, but everyone knows it when they sense it. For example, the culture of a large, for-profit corporation is quite different than that of a hospital which is quite different than that of a university. You can tell the culture of an organization by looking at the arrangement of furniture, what they brag about, what members wear, etc. -- similar to what you can use to get a feeling about someone's personality. Corporate culture can be looked at as a system. Inputs include feedback from, e.g., society, professions, laws, stories, heroes, values on competition or service, etc. The process is based on our assumptions, values and norms, e.g., our values on money, time, facilities, space and people. Outputs or effects of our culture are, e.g., organizational behaviors, technologies, strategies, image, products, services, appearance, etc. The concept of culture is particularly important when attempting to manage organization-wide change. Practitioners are coming to realize that, despite the best-laid plans, organizational change must include not only changing structures and processes, but also changing the...
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...create strong culture in an organisation? Can a leader eliminate culture? Explain. INTRODUCTION 1. BACKGROUND OF THE CULTURE IN ORGANISATIONAL 1.1 LEADER Leadership is a person whose can influence a person for accomplish their objective in organisation to make it more cohesive and coherent. As we know leadership try to influence a group or person to achieve their goal or target. (http://www.nwlink.com/~donc lark/leadcon. html) Always leader will create their own vision first. This vision must have the deep meaning and leaders must make the best vision as symbol to organisation. After that, they try to setting a goal to achieve their target and developing action plan as a strategy in their organisation. Lastly, a leader will monitoring action plan execution. The leader must follow up the follower doing what is required. As a leader they have six traits to make successful as a leader. That is a drive, desire to lead, integrity, self-confidence, intelligent, and job-relevant knowledge. (http://www.slides hare.net/nusabtara99/high-performing-leadership) 1.2 CULTURE Culture is refer to accumulation of knowledge, beliefs, attitudes, experiences, religion, relations, concepts of the universe, values, meaning, roles, notions of time, relations, material possessions and objects acquired and that institutions that characterise the population of nation. (http://language.ezinemark.com/culture-definitions-and-types-17b25a011fd.html) 1.3 ORGANIOSATION CULTURE Organisation...
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...Understanding Organisational Culture is not only a useful tool for managers, it is necessary to go forward. Organisational learning should be systematic and should include all the people concerned. Managers in particular have the potential to change an organisation and therefore they should act in an exemplary way. Cultures in organisation is defined by how the organisation is run, how the personalities within the organisation interact with each other and also how the structure of the company is set out. We can see this when we look at how different counties operate, for example the French are very self-righteous and therefore stick up for what they believe in, hence why they have blocked motorways when fuel prices have risen. It needs to be remembered that not all cultures match all environments; each organisation will need a different way of life to manage their business well. As well as this people need different cultures to work well in, hence why people tend to look for jobs which makes them happy. For example, accountants, even if they aren’t the best mathematicians, they work in the industry because they love the never stop lifestyle and that’s the culture which suits them best. Culture in a business tends to stem from what the founder, or very early leader installed into the beliefs of a company. After a culture has been set, it is very hard to get away from it, that is why when leaders take over suffering businesses and turn it around so quickly there are so many...
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...Culture within an organisational context is a widely explored paradigm. It's nature and mottled definitions have formed the basis of organisational study for many decades. From Handy's cultural forms in the notorious "Gods of Management"3, to the Morganest metaphoric representations of the concept such as, culture as a web, an onion, or an iceberg6. Therefore, the contents of culture encompasses a wide range of organisational phenomena including surface features such as values and forms of expression: preconscious factors such as symbols and norms: and deep structures such as basic assumptions and worldviews (Pettigrew 1979; Frost et al 1985)7. They all imply that culture is an integral part of organisations, that without due consideration, development of strategy will ultimately lead to failure, leading to the assumption that culture should always fit with organisational strategy. Revenaugh2 suggests that most researchers assume that corporate culture is an important consideration for understanding and effectively managing organisations, and thus supports that argument. Bringing me to the purpose of this essay, which is to explore the context of organisational culture in more depth and come to a more discernable conclusion about its relationship with strategic management. As a result of its wide and varying definitions, corporate culture can be hard to define, measure or manage; these definitions reveal culture to be a complex concept that involves many factors as suggested...
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...Organizational Culture is often interlinked with norms, shared beliefs, values and knowledge among cultural members. It could also be considered as a distributed phenomenon where they unite and hold a collective identity. Besides agreeing on the same things, they have to depend on their differences by accommodating one another as well. A subculture is a group of employees within the organization that differentiates itself from the larger group based on either similarity or familiarity. Basing on similarity are shared professionals, ethnic, race, gender or occupational and familiarity are how they interact and by sharing a space in the same place. An alternative of subculture is the corporate subculture which represents the dominant top-level management and together with orthogonal and counterculture. While the former remained away from them, the latter would challenge the norms and expectations from the dominant culture. However, it is not entirely negative as it depends on how they utilise their influences. Nonetheless, subculture may impede the body and restrict communication of the organization, an issue named silos. It implies the employees in the strong organization subcultures being uncooperative and will lead to unproductivity. In order for managers to change their organization culture, first of all, they need to understand what kind of culture their companies are currently adopting and in which direction they would want to lead them to. Essentially, with a strong culture, an...
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...Organizational culture is fundamentally about symbolic meaning and as such cannot be managed. Discuss. Organizational culture, which has been widely used by many organisation now days, it is fundamentally about symbolic meaning. Is difficult, but however, there are ways to manage it. Organizational culture is the basic pattern of shared assumptions, value, beliefs and behaviour by people in the organization. In other word, the way people do things in the organization, or the philosophy that guides an organizations policy towards employees and customers. The main aspect of organizational culture such as innovation, Cooperation, Rigorous, loyalty and Integrity. For any organization’s culture is important to consider these factors. Innovation, since almost all task organizational facing will be challenging, is important to keep bringing new ideas to fit in a new market. Cooperation, or teamwork. There won’t be many things can be done by a individual staff, everyone could be expert in a certain area therefore is good to work together. Rigorous, any mistake, or even very small mistake could be a disaster for organization therefore any task undertaken must be done as perfect as possible to ensure quality of product. Loyalty, to make sure an organization can last for long period of time, workers must work together for long period of time too, such as a team must be dedicate to the organization. Lastly integrity, integrity is other side of loyalty, which is aim to customer, is important...
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...UNDERSTANDING AND ADAPTING TO A NEW ORGANISATIONL CULTURE What is organizational culture, and why is it important? Simply defined, it is “the set of written and unwritten rules by which people function to get their work done.” If you choose to ignore organizational culture, you do so at your own peril. Joining a new company can be like moving to a foreign country. You will encounter new customs, dress, language, ideas, and rules, and you will need to learn about all of these in order to do well. • You will be expected to work and interact effectively in the organization. • You will be accepted and you will fit into the organization—or not! • You will be assessed for recognition, compensation, rewards and promotion, depending on how well you perform in the new—and perhaps very different—culture. What makes you successful in one company may not make you successful in another company. For example, at General Electric, the organizational culture is regimented and managers are expected to use the GE processes without question. At Xerox, the organizational culture is fast-paced, and continuously changing. Managers have considerable latitude in how they get the job done. At Merck, the organizational culture is consensus driven, with a strong emphasis on data analysis. Managers need a consensus to accomplish their goals. What kind of environment are you accustomed to? If your new employer expects people to work in a way that is different from that of your previous...
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...Organisational culture of ORGANIZATIONAL CULTURE Definition The values and behaviors that contribute to the unique social and psychological environment of an organization. Organizational culture includes an organization's expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid. Also called corporate culture, it's shown in (1) the ways the organization conducts its business, treats its employees, customers, and the wider community, (2) the extent to which freedom is allowed in decision making, developing new ideas, and personal expression, (3) how power and information flow through its hierarchy, and (4) how committed employees are towards collective objectives. It affects the organization's productivity and performance, and provides guidelines on customer care and service, product quality and safety, attendance and punctuality, and concern for the environment. It also extends to production-methods, marketing and advertising practices, and to new product creation. Organizational culture is unique for every organization and one of the hardest things to change. Organizational culture is the behavior of humans who are part of an organization and the meanings that the people attach to their actions...
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...PRUL E. T E S l U K J A M E S 1. F A R R STEPHANIE R . KLElN Influences of Organizcltioncll Culture and Climate on Individual Creativitv This paper provides a framework for conceptualizing and reviewing the literature on the influences of organizational culture and climate on individual creativity. Although often treated interchangeably, culture and climate are distinct constructs operating a t different levels of meaning; yet a t the s a m e time, they are closely interrelated. Culture is the beliefs and values held by management and communicated to employees through norms, stories, socialization processes, and observations of managerial responses to critical events. The beliefs and values that typify a culture for creativity become manifested in organizational structures, practices, and policies. In turn, these structures, practices, and policies guide and shape individual creativity by creating a climate that communicates both the organization's goals regarding creativity and the means to achieve those goals. The paper concludes with a discussion of issues relating to the development of cultures and climates for creativity and potential new directions for future research. ABSTRACT The important role of creativity in brganizations is attracting an increasing amount of attention from both practitioners and researchers. In business journals and books, practitioners continuously emphasize the need for organizations to create conditions that s u p port creativity...
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...expansion of Tesco group. It currently controls 28% of Ireland’s grocery market after being formed in 1997. The initial chain stores acquisitions started in early 1980’s in Ireland. All it’s strategic decisions are being taken in the UK. Tesco’s profit margins in Ireland are the company’s highest in the world according to retail industry analysts in London. Organizational behavior is about the impact of individuals, groups, culture and structure on the business. It relates to expected behaviors of individuals within the organization as every single individual is different. And people tend to behave differently in a same situation. As people are the one who work in the organization, the performance of organization depend on the performances by employees so managers should make the list of expected behaviours of employees within organization and it is necessary to know how to deal with it. The value system, emotional intelligence, organizational culture, structure, job design and the work environment are important in determining human behavior. An appropriate culture can change the behavior of individuals. Organizational structures Organizational structure is a system used to define a hierarchy within an organization. It identifies each job, its function and where it reports to within the organization. (Lucy Friend, N.D) There are several organizational structures; however, the type of structure in an organization depends on aim, size of the business, and industry. Carefully chosen...
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...Unit 4003 INTRODUCING ORGANISATIONAL CULTURE, VALUES AND BEHAVIOUR 1.1. Determine a framework for analysing organisational culture. The contemporary definition of organizational culture includes what is valued, the dominant leadership style, the language and symbols, the procedures and routines, and the definitions of success that characterizes an organization. Organisational Culture represents the values, underlying assumptions, expectations, collective memories, and definitions present in an organization (Schein, 1992; Cameron & Quinn, 1999). Cameron and Quinn (1999) have developed an organizational culture framework built upon a theoretical model called the "Competing Values Framework." This framework refers to whether an organization has a predominant internal or external focus and whether it strives for flexibility and individuality or stability and control. The framework is also based on six organizational culture dimensions and four dominant culture types (i.e., clan, adhocracy, market, and hierarchy). In addition the framework authors generated an "Organizational Culture Assessment Instrument (OCAI)" which is used to identify the organizational culture profile based on the core values, assumptions, interpretations, and approaches that characterize organizations (Cameron & Quinn, 1999). The central issue associated with organizational culture is its linkage with organizational performance. Connections between OC and performance have been established....
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...A Report into Organisational Culture and the Professional Kitchen Name: Marie Martin Course: FT408/1F Date: 09/01/06 Lecturer: Mark Gallagher Abstract It is common knowledge that the role a head chef plays in a professional kitchen is a vital one and that the culture of a kitchen is a unique one. The common person views a kitchen as a manic, hectic place where the head chef shouts and roars in order to assert authority and get the job done. The likes of Gordon Ramsey have gone a long way to fuel this image. But just how accurate is this? Surely no one would become a chef if this was so, why put oneself through such an ordeal to cook others their dinner? This paper sets out to establish the culture of the professional kitchen, identify the role the head chef plays within this culture and establish who wants to be a chef and why? Table of Contents 1. Introduction 4 2. Culture is: 5 3. Organizational culture 5 4. The Kitchen 7 4.1. The Head Chef. 8 5. Levels of Culture 9 5.1. Artifacts 9 5.2. Espoused Values 10 5.3. Underlying Basic Assumptions 10 6. Change in the Kitchen 12 7. Conclusion 13 8. Bibliography: 14 1. Introduction The role of the head chef has changed over the years being a leader in the kitchen is no longer enough. The Head Chef is among those professions that people dream about, leading a platoon of sous chefs in a glamorous, stainless steel kitchen and presenting fabulous meals to hundreds of people...
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...UNIT: Developing Corporate Culture Topic: Political Organization’s Culture In Pakistan BY: M Muneeb Ullah Sandhu Unit Contents: * Introduction to culture. * Culture of political parties. * Brief details of PTI * Cultural Profile of PTI * Climate of PTI * Communication & PTI WHAT IS CULTURE? Def. Culture is the values and practices shared by the member of a group (source notes) Hence a corporate culture is values and practices shared by the people in that company Key Points Regarding Culture * A Companies culture can make or break the company. * Company’s culture can be changed. But it can be difficult in some cases. * It can be changed as the targets of the company changes. * Company culture changes and evolves over time. But not in all cases if it is strong culture. * It changes from one environment to another. (E.g. Multinational companies) Explanation in My Views: Any human organization develops culture over time, from small family business to global national companies to village and country try to develop its own culture over time. It is like an iceberg whose very small portion can be seen while travelling in sea but the major portion of it is under water, which can only be observed when you get under water. Now, Why it is important? It is important as every organization try to develop its own unique identity. Here I think it is important to define organization...
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