...Value Congruence and Organisational Success Introduction One thing that is common around the world is diversity. Across different continents, countries, cultures, homes and individuals lay differences in terms of thinking and behaviour. The modern age has allowed an intermingling of these cultures to take place with great ease. This affects not only the individuals but also the organisations they work in. Organisations employ a range of people that are diverse in different respects and this diversity can determine whether an organisation succeeds or not. One way in which people vary greatly is in terms of their values. Values are the beliefs people hold that particular ways of behaving concerning certain matters are better or preferred over other ways. (Robbins & Judge, 2013) Organisational behaviour is the way people conduct themselves in the context of the organisation. (Robbins & Judge, 2013) Although an organisation hires individuals for the skills they can provide the organisation with, this does not stop them from providing the organisation with the rest of their person which can prove to be helpful or problematic. There are times when individuals have certain values and the organisation has different values, this value incongruence is a determinant of an organisation’s effectiveness and thus it is important to look into it and address it. The topic of values is vastly broad and this essay will attempt to give a better understanding of individual values, organisational...
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...ORGANISATIONAL CULTURE AND VALUES GOOGLE INC. Executive Summary This report investigates the literature findings of incongruence between organisational values and individual values in reflection to how this can affect organisational culture. These are identified as espoused and enacted values of the organisation. Researches for this report draws attention to ways leading companies, such as ‘Google Inc’, manage these common issues through organisational conduct and procedures. Google’s Organisational culture is well known and famous for their innovation, success, creativity and strong value for human resources. This investigation also reveals additional incongruence within the workplace which results in unsatisfied employees and quitting jobs. Nonetheless there is very little known incongruence within their workplace that affects the overall performance as they have a number of mechanisms and ‘lifestyle’ activities to promote the company’s values for individual value. There are a number of recommendations highlighting procedures and practices that organisations can use to reduce the gap between espoused and enacted values. Recommendations feature some of the following: - Defining clear and concise organisational values - Organisational values should reflect beliefs and values of both the organisation and stakeholders - Ensure the work environment reflects those values - Recruit staff who shares similar beliefs and values to the organisation. Introduction Value...
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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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...Journal of EMILIA • Course: Unit 4003-introducing organisational cultre,vaues and behaviours • Date course was started: • Date of submission: • Total hours spent on this course: • Advisor: • Reasons for taking this course: • Programme: CMI L4Diploma in Management and Leadership • Major/Concentration: Management and Leadership 1.1 Determine a framework for analysing organisational culture To get Achievement in implementing plans or running in right path manager must first understand the values and culture of organisation.Managers should only try to implement the strategies which are favarouble with the organizations culture and value otherwise it is very likely to he may not succeed. As change in culture and value the manager should constantly be up dated with organization current atmosphere. Organizational culture can be better understood by observing the basic day to day life activity of employees within in the office building or within the organisation. Observing activity should include the relationship between employees themselves between higher authority and junior staff. How senior managers treat their junior. Organisational culture can also be understood by knowing how employees behave with their customers and suppliers. And one should also notice that how formally or informally people behave within the organization and weather there is abusing going within the staff from any superior staff to their junior staff. One can also analyse the...
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...Chapter 6 – Organisational Culture Assessment Instrument (OCAI) 6.1 Competing Values Framework The Organisational Culture Assessment Instrument (OCAI) is based upon the Competing Values Framework. An average count of around 40 dimensions return regularly in management literature, essays and courses about organisational culture. For example: strength, congruence, strong, weak, speed of feedback, degree of risk-taking, people orientation, response to the environment, clarity, direction, conflict resolution, performance emphasis, and human resources. All these phrases are divided in 4 quadrants by • Horizontally: left: internal focus and integration to right: external focus and differentiation. • Vertically: top: flexibility and discretion to bottom: stability and control. This framework is called the Competing Values Framework and is used as a basis for many methods and theories. For example the Competing Values of Total Quality Management32 are shown below: Total Quality Management (TQM) is one of the most applied organisational change methods in the last two decades. It is focused on increasing an organisations’ effectiveness by setting quality objectives. The number of successful implementations of TQM is not sky-high, Cameron and Quinn derived from TQM literature that this has mainly two causes33: 1. only partial deployment; 2. failure to integrate TQM and culture change. Each quadrant is named after its most recognisable characteristics: Family or Clan, Adhocracy,...
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...(organisations) = using discretion and judgement in making decisions in carrying out a task* within certain parameters (including time limits). - Jaques, 1989 The capacity to work depends on one’s knowledge and experience, skills, temperament and wisdom, and it is driven by one’s values. *A task is an assignment to produce a specific output (valued goal) within a target completion time Maximum target completion time Prescribed limits, laws, etc. Resources and methods Feedback Data Mind processes (Discretion / Judgement / Decision) Feedback Data Resources and methods Prescribed limits, laws, etc. 8 7 6 5 Context: Environment 5 Value add: Life of the organisation 5 Problem-solving approach: Whole systems 4 Context: The mission 4 Value add: Strategic practice 4 Problem-solving approach: Parallel processing 3 Context: System 3 Value add: Best practice 3 Problem-solving: Alternative paths 2 Context: Procedure 2 Value add: Service 2 Problem-solving: Diagnostic accumulation 1 Context: Standards 1 Value add: Quality 1 Problem-solving: Direct judgement Work strata 5 4 3 2 1 Congruence model MBA514 Spring 2013 Basic assumptions A manager must manage organisational behaviour. That means that he or she must have the capacity to • understand the behavioural patterns of individuals, groups and organisations, • predict the behavioural responses that will most probably follow managerial actions, and • use this understanding and these predictions...
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...natural resources, building structures, land, plant and equipment, heritage and cultural assets, or any other form of infrastructure. It includes physical resources, like roads, telecommunication networks, schools, hospitals and road networks. Financial information and human resources, including intellectual property, are not included in this essay. What is Asset management? “Asset Management is a process of guiding the initiation, acquisition, use and maintenance, and disposal of assets, to make the most of their service delivery potential and manage the related risks and costs over the full life of the assets.” KC Leong, 2004, The Essence of Asset Management. A second definition reads thus: Asset management is the process of creating value within the owner’s objectives through acquisition, use and disposal of assets. Gordon MacNair, 2010. In the second definition the owners objectives is an essential ingredient of the Asset management hence getting it right involves the activation of the organisations strategic objectives. Asset Management from the Private and Public Sector Perspective. Private Perspective: The primary objective and driver is financial, since typically there must be return acceptable return on investment or capital appreciation. Public Sector Perspective: The objectives are broader and consist of four pillars namely; Social, Environmental, cultural, financial. As a result it is a matter of balancing...
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...Continuing our series looking at cross-cultural communication issues we now turn our attention to monochronic versus polychronic cultures and the impact that can have on communication. Monochronic cultures like to do just one thing at a time. They value a certain orderliness and sense of there being an appropriate time and place for everything. They do not value interruptions. They like to concentrate on the job at hand and take time commitments very seriously. In addition monochronic people tend to show a great deal of respect for private property and are reluctant to be either a lender or a borrower. This is part of a general tendency to follow rules of privacy and consideration as well as adhere religiously to plans. Polychronic cultures like to do multiple things at the same time. A manager's office in a polychronic culture typically has an open door, a ringing phone and a meeting all going on at the same time. Though they can be easily distracted they also tend to manage interruptions well with a willingness to change plans often and easily. People are their main concern (particularly those closely related to them or their function) and they have a tendency to build lifetime relationships. Issues such as promptness are firmly based on the relationship rather than the task and objectives are more like desirable outcomes than must do's. If you live in the United States, Canada, or Northern Europe, you live in a monochronic culture. If you live in Latin America,...
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...doesn’t qualify as network. From left to right: Market: “buy”. Network: jv, licensing, outsourcing, equity share, contractual cooperation, joint R&D. Hierarchy: “make” From left to right: Market: “buy”. Network: jv, licensing, outsourcing, equity share, contractual cooperation, joint R&D. Hierarchy: “make” Types of Networks: X & Y: X: Alliances between partners with complementary skills/strengths “closing the gap”. Y: Alliances between partners with mutually reinforcing resources/skills/competences “critical mass alliance”; by joining forces you reach a critical mass. Horizontal, vertical & lateral cooperation: Horizontal: Companies within the same position of the value chain cooperate (e.g. alliance between airlines) Vertical: companies from different positions within the value chain cooperate (eg. Buyer supplier relationships along the supply chain) Lateral: across industries, different players from different industries. Stable & Dinamic: Stable: platform for cooperation. Dinamic: project-based. Virtual factory: dynamic, order processing. Competition: Networks compete to each other; network is the compeititive Unit. Network main characteristics:...
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...successful in the marketplace, workforce give the company most valuable benefits. Therefore, respecting employee in the organization is the key for successful company and that can be achieve by understanding individual differences. Behaviours, values, personalities, and attitudes are different for each person. Considering these diverse traits lead the employees to the most appropriate in achieving organization. Since individuals are different, it is accepted that each employee behave in different ways. The key for companies is meeting individual diversity as a real opportunity and moving it into an advantage. There are three main important individual differences that organisations should focus on, values, personality and attitudes. Values: According to Howard (1988), values are the basic structures of culture. However, values can be applied in management to develop relationships with people. Values can be defined as the beliefs of individual or a group which they have an emotional investment (clegg S. et.al, 2011). Schwartz (1992) describes some values as ‘trans-situational’. These values in one’s life without considering the situation in which you find yourself, they do not change and stay with you. Schwartz (1992; 1996) defines ten important values which are: achievement, benevolence, conformity, hedonism, power, security, self-direction, stimulation, tradition, and universalism. Personality: Psychologists have defined personality as a combination of stable characteristics which...
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...of your choice write a report that explains how the company seeks to deliver customer value. This report will be explaining how Tesco Plc seeks to deliver customer value, through objectives and strategies they have in place to try and deliver customer value, and also improving the relationship between them and the customer. Tesco was founded in 1919 when Jack Cohen began to sell groceries from a stall in East London. The name Tesco only became known in 1924, and the first store was open in 1929 in Burnt Oak, Edgware, North London. Now Tesco is one of the world’s largest food retailers, operating in 14 different countries worldwide, in Europe, Asia and North America. Tesco is also a leading retailer in the United Kingdom, with its headquarters in Hertfordshire and 2,715 stores nationwide, it employs almost 300,000 members of staff, and has a market share of just over 30% in the United Kingdom, this creating over 60% of the group sales and profits. Tesco’s main objectives is to increase market share, maximise sales, to grow and maintain the number one retail company in the United Kingdom, remain the market leader, create value for their customers to gain lifetime loyalty, to be an outstanding international retailer in stores and online, be a creator of highly valued brands and supporting the well-being of communities and economic issues. In order for Tesco to achieve their organisational objectives, they need to be able to determine the wants and needs of the target market...
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...Internal Analysis of Firms Analysis of the Firm Role of a firm: * Marketing approach: Firm should give customers what they want Nonsense * Exchange is about comprise from both the firm and the consumer * If not -> no exchange * If not -> changement of partner However, the firm can also have technical limits and not being able to reach consumer expectation. That’s why exchanges will be based on the nature of the firm. (short term) The Marketing concept vision is that the firm to deliver a product has only to understand the consumer. Firms are flexible and can adapt them to customers’ requirements. It is true when speaking about pricing and promotion modification needed, less when it touches the product channel. However, it leads to marketing strategy decisions. The relationship between firms and the environment: 3 operating modes: * Firms cannot adapt to the environment – Environmental Strategy * Strong inertial forces constraining change: cultural, technological… * The firm will perish * Firms adapt to the environment – Learning Model * The firm has no barriers to change and is infinitely flexible * The firm will survive * Firms can change their environment - Proactive model * Interaction between firms and their environment impact it… * … however, this approach is going beyond such interaction to create major and explicit change * The firm will survive In practice, the...
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...Social Value briefing About This Briefing This briefing is provided on behalf of the Department for Education’s overarching strategic partnership for voluntary, community and social enterprise sector organisations that serve children, young people and families. Led by Children England, and working with Community Matters, NCVYS, NAVCA, the Race Equality Foundation and Social Enterprise UK, the programme will include information, learning resources and opportunities, and peer support networks. For more information please click here. This briefing has been produced by Social Enterprise UK. We are the national membership body for social enterprise. We offer business support, do research, develop policy, campaign, build networks, share knowledge and understanding and raise awareness of social enterprise and what it can achieve. We also provide training and consultancy and we develop bespoke business and information packages for clients of all kinds. This briefing outlines the meaning and benefits of social value and provides and oversight of the recent changes to policy in this area. Further information, including relevant guides and toolkits, is included in the ‘further resources’ section at the end of this paper. Introduction The voluntary, community and social enterprise (VCSE) sector has long campaigned for commissioning practice to take social value into account. This would ensure that the full weight of the public sector’s purchasing power is directed at...
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...SOCIAL VALUE What do we mean by measuring social value? Over the last twenty years there has been increasing importance attached to measuring the social value and social impact that various organisations create. The demand for measuring this value comes from all sides: funders who want to direct their money to the most effective projects, policy makers and government officials have to account for their spending decisions, and social organisations need to demonstrate their impact to funders, partners and beneficiaries1. This has led to a growing interest in terms such as „value for money‟, „value added‟ and „outcomes‟ as ways to measure a organisations performance. In many ways the distinction between „output‟ and „outcomes‟ encapsulates what is meant by measuring social value. Outputs: These are the activities done by an organisation, usually listed in an action plan or set of objectives. For example providing homeless people with food and shelter or organising a conference to discuss long term care services for the elderly. Outcomes: These are the long term observed effects of the outputs and are often the „real‟ changes that organisations are trying to make. For example homeless people no longer living on the street and now in employment is an outcome. Likewise a new policy implemented by a government or a new project that improves the quality of long term care for elderly people is an outcome. Unfortunately there is no single authoritative definition of „social value‟ but we...
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...CHAPTER ONE 1. Introduction to the study The purpose of study is to evaluate the effects of strategic buyer-supplier alliances and partnerships in the South African clothing stores, sector and industry. Strategic Alliances, Partnerships and Joint Ventures involve the establishment of informal and formal relationships with other individuals or businesses to share resources, ideas or capital (Hugo, Badenhorst-Weiss & Biljon 2007). The research indicates that during the past decade, companies in all types of industries and all parts of the world have elected to form strategic alliances and partnerships to complement their own strategic initiatives and strengthen their competitiveness in domestic and international markets (Thompson Jr, Gamble & Strickland, 2006), the statement confirms that some of the companies realize the importance of strategic alliances and partnerships. The current situation in South Africa indicates that the government is imposing Quotas on Chinese imports with intent to influence the South Africa retailers to buy from local suppliers (Sandrey & Fundra, 2008). The quotas have encouraged the major retailers in South Africa to procure more from local suppliers than ever before given the growth in their collective businesses over the last four years. Preliminary investigation between the retailers and clothing manufacturers confirm the retailers’ expectations that local companies will be unable to make up the expected shortfall the quotas will inflict...
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