A Process for Changing Organizational Culture Kim Cameron University of Michigan Business School 701 Tappan Street Ann Arbor, Michigan 48109 734-615-5247 kim_cameron@umich.edu To be published in Michael Driver (Ed.) The Handbook of Organizational Development 2004 2 A Process for Changing Organizational Culture Kim Cameron University of Michigan Much of the current scholarly literature argues that successful companies--those with sustained profitability and above-normal financial returns--are
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| | |NIKE Inc. | |Transition to Transnationality: A Strategic and Structural Outlook | |
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Quintin Jernigan Case Study-Organizational Culture In any organization, its culture can have real effects on the organizational behavior and the individuals within the organization. The culture of an organization is made up of a group of expectations that have been built as a direct consequence of an organization’s efforts to change as it faces internal and external problems. Formal components of organizational behavior and culture include a structure of incentive plans in place, grouping and linking
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The talk Biblio Service Michaela Haase Jackall, R., The World of Corporate Managers – Twentieth Anniversary Edition, Oxford University Press, New York 2010 A Capsule Summary of the Book This is the second edition of a book whose first edition was published in 1988. There has been no revision of the book; however, Jackall has added a new chapter titled “Moral Mazes and the Great Recession” to it. His description of the financial crisis brings nothing really new to the fore: it shows that
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Anatomy of a merger: behavior of organizational factors and processes throughout the pre- duringpost-stages (part 1) Steven H. Appelbaum Concordia University, Montreal, Quebec, Canada Joy Gandell Concordia University, Montreal, Quebec, Canada Harry Yortis Hydro-Quebec, Montreal, Quebec, Canada Shay Proper Montreal Stock Exchange, Montreal, Quebec, Canada Francois Jobin Kruger, Inc., Trois-Rivie Âres, Quebec, Canada Keywords Mergers and acquisitions, Organizational behaviour, Process efficiency,
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growth: how employees with different national identities experience a geocentric organizational culture of a global corporation Maria S. Plakhotnik, Tonette S. Rocco, Joshua C. Collins & Hilary Landorf To cite this article: Maria S. Plakhotnik, Tonette S. Rocco, Joshua C. Collins & Hilary Landorf (2015) Connection, value, and growth: how employees with different national identities experience a geocentric organizational culture of a global corporation, Human Resource Development International, 18:1
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Organizational culture Organizational culture represents the collective values, beliefs and principles of organizational members and is a product of such factors as history, product market, technology strategy, type of employees, management style, national cultures and so on. (French .20120) There are many definitions for Organizational culture. The ways of thinking, behaving and believing that members of a social unit have in common” (Cooke and Rosseau, 1988) also (Hickson and Pugh, 1995)
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researchers have given several feedbacks that influence the process (Lund, Scheer and Kozlenkova 2013). The argument is structured in such a way that helps to understand the several aspects of the importance of the organizational fairness in the compensation management, role of organizational fairness in reward allocation, factors that are influencing fairness in reward allocation, impact of reward distribution on employees and how fairness can be achieved within the process. All the processes are discussed
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accomplish or reach that long term goal. (Boundless, n.d.). Mr. Jackson can now establish long term and medium term goals and plans based off the newly revised vision statement. With the new course of action in place he must now establish a proper management system to ensure the
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Toms of Maine Case Study Organizational culture is the basic pattern of shared assumptions that have been created by the corporation to enable the employees in the organization to have a shared norm. There are varied sources for the development of the organizational culture; they include the following-the general influence from the external environment, the factors that are specific to the organization and the influence of the values that exist in the society such as the spiritual perspective
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