This document provides an overview of structuring organizations for today's challenges. It discusses various organizational theories and models, including Fayol's and Weber's principles of bureaucracy, centralization vs decentralization, spans of control, departmentalization, and different organizational structures like line, line-and-staff, matrix, and cross-functional teams. The document also covers topics like virtual corporations, outsourcing, adapting to change, and the impact of technology on organizations.
This document provides an overview of Chapter 10 from a McGraw-Hill textbook on motivating employees. It includes learning objectives on motivation theories, key figures like Taylor and Maslow, and strategies for motivating employees. Case studies and examples are provided throughout to illustrate motivation concepts. The chapter examines intrinsic and extrinsic rewards, scientific management, the Hawthorne studies, Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Y, goal-setting theory, and strategies for enriching jobs and communicating with employees.
Capitalising on Complexity - Insights from the Global CEO StudyThink Ethnic
Â
Most CEOs doubt their ability to manage rapidly escalating complexity in today's volatile and uncertain global environment. However, some organizations called "Standouts" have consistently performed well financially over the past five years despite increased complexity. Standouts likely mitigate complexity and convert it into opportunity through new leadership styles, better understanding of customers, and flexible organizational structures. However, more investigation is needed to understand how Standouts are adapting to thrive in today's complex world.
1) The document discusses training and developing human resources, including defining training, the training process, needs analysis, delivery approaches, and evaluation.
2) It emphasizes the importance of strategic training that is linked to organizational goals and addresses performance issues.
3) Training methods discussed include internal approaches like on-the-job training as well as external sources, and emerging approaches like e-learning and evaluating training impact.
This document provides an overview of management and managers. It begins by defining management and identifying the basic managerial functions of planning, organizing, leading, and controlling. It describes the three levels of managers and the different skills required at each level. The document also discusses major changes in the 21st century that will impact management, such as increasing globalization, diversity, and the growing importance of intellectual capital. It provides context on the roles and responsibilities of functional and general managers.
Chapter 01 The Challenge of Human Resources ManagementRayman Soe
Â
This document provides an overview of key topics in human resource management. It begins by outlining nine learning objectives, including gaining competitive advantage through people, managing the impacts of globalization and technology, and understanding HR's role in areas like change management and developing intellectual capital. The document then discusses competitive challenges like globalization, technology, managing change, developing human capital, responding to the market, and containing costs. It provides details on how these challenges influence human resource practices. Specific HR functions like recruitment, training, compensation and benefits are also examined. The document concludes by looking at important social and demographic issues that impact HRM like the changing workforce composition and attitudes toward work-life balance.
This document outlines the learning objectives and key content of a PowerPoint presentation on strategic management and planning in a global environment. The presentation covers defining strategic management, the strategic management process, strategic analysis including internal and external assessments, developing competitive advantage, strategy formulation, implementation, and evaluation. It provides examples and diagrams to illustrate these concepts and processes. The overall purpose is to guide students' understanding of long-term strategic planning and decision-making for organizational success.
The document discusses the growing divide between those with and without a four-year college degree in the United States job market. It notes that the unemployment rate for those with a four-year degree is 4.2% compared to the overall 9% national unemployment rate. Nearly all of the 700,000 jobs created in the past 12 months required a college degree. Employers are finding it difficult to fill positions that require college-educated workers like engineers and accountants. The gap between employment growth for those with and without a college degree has widened significantly over the past decade.
IBM developed the Workforce Management Initiative (WMI) to more efficiently manage human capital and talent acquisition. WMI restructured HR into cross-functional teams serving executives, managers, and employees. It also implemented new roles for HR and leadership, requiring additional training. WMI standardized skills into 4,000 measurable sets and identified skills across IBM's entire workforce. This allowed for improved collaboration between HR and business operations to identify and acquire the best talent to meet business needs.
This document provides an overview of Chapter 10 from a McGraw-Hill textbook on motivating employees. It includes learning objectives on motivation theories, key figures like Taylor and Maslow, and strategies for motivating employees. Case studies and examples are provided throughout to illustrate motivation concepts. The chapter examines intrinsic and extrinsic rewards, scientific management, the Hawthorne studies, Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Y, goal-setting theory, and strategies for enriching jobs and communicating with employees.
Capitalising on Complexity - Insights from the Global CEO StudyThink Ethnic
Â
Most CEOs doubt their ability to manage rapidly escalating complexity in today's volatile and uncertain global environment. However, some organizations called "Standouts" have consistently performed well financially over the past five years despite increased complexity. Standouts likely mitigate complexity and convert it into opportunity through new leadership styles, better understanding of customers, and flexible organizational structures. However, more investigation is needed to understand how Standouts are adapting to thrive in today's complex world.
1) The document discusses training and developing human resources, including defining training, the training process, needs analysis, delivery approaches, and evaluation.
2) It emphasizes the importance of strategic training that is linked to organizational goals and addresses performance issues.
3) Training methods discussed include internal approaches like on-the-job training as well as external sources, and emerging approaches like e-learning and evaluating training impact.
This document provides an overview of management and managers. It begins by defining management and identifying the basic managerial functions of planning, organizing, leading, and controlling. It describes the three levels of managers and the different skills required at each level. The document also discusses major changes in the 21st century that will impact management, such as increasing globalization, diversity, and the growing importance of intellectual capital. It provides context on the roles and responsibilities of functional and general managers.
Chapter 01 The Challenge of Human Resources ManagementRayman Soe
Â
This document provides an overview of key topics in human resource management. It begins by outlining nine learning objectives, including gaining competitive advantage through people, managing the impacts of globalization and technology, and understanding HR's role in areas like change management and developing intellectual capital. The document then discusses competitive challenges like globalization, technology, managing change, developing human capital, responding to the market, and containing costs. It provides details on how these challenges influence human resource practices. Specific HR functions like recruitment, training, compensation and benefits are also examined. The document concludes by looking at important social and demographic issues that impact HRM like the changing workforce composition and attitudes toward work-life balance.
This document outlines the learning objectives and key content of a PowerPoint presentation on strategic management and planning in a global environment. The presentation covers defining strategic management, the strategic management process, strategic analysis including internal and external assessments, developing competitive advantage, strategy formulation, implementation, and evaluation. It provides examples and diagrams to illustrate these concepts and processes. The overall purpose is to guide students' understanding of long-term strategic planning and decision-making for organizational success.
The document discusses the growing divide between those with and without a four-year college degree in the United States job market. It notes that the unemployment rate for those with a four-year degree is 4.2% compared to the overall 9% national unemployment rate. Nearly all of the 700,000 jobs created in the past 12 months required a college degree. Employers are finding it difficult to fill positions that require college-educated workers like engineers and accountants. The gap between employment growth for those with and without a college degree has widened significantly over the past decade.
IBM developed the Workforce Management Initiative (WMI) to more efficiently manage human capital and talent acquisition. WMI restructured HR into cross-functional teams serving executives, managers, and employees. It also implemented new roles for HR and leadership, requiring additional training. WMI standardized skills into 4,000 measurable sets and identified skills across IBM's entire workforce. This allowed for improved collaboration between HR and business operations to identify and acquire the best talent to meet business needs.
This document discusses the key roles and goals of human resource management (HRM) in a changing global environment. It outlines how HRM must adapt to technological advances, workforce diversity, and continuous changes. The roles of HRM include attracting, retaining, and training employees while ensuring ethical compliance and monitoring the labor supply and economic conditions.
Chapter 1 Changing Nature of Human Resource ManagementRayman Soe
Â
Human resource management involves designing formal systems to ensure effective use of human talent. The chapter discusses the changing nature of HR, including its transformation from an administrative to more strategic role. It also outlines challenges facing HR like globalization, technology, and workforce trends. HR activities are categorized into areas like staffing, development, and compensation. The roles and competencies of HR professionals are expanding in importance for organizational success.
The âCourse Topicsâ series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "A Culture of Empowerment".
Training and development refers to improving employee performance through learning and development opportunities. It aims to develop employee competencies, improve performance, and meet future organizational needs from within. Training needs are assessed through analyzing individual and group performance deficiencies. Methods to assess needs include performance appraisals, interviews, and analyzing organizational goals. The training process involves assessing needs, designing instructional programs, delivering training, and evaluating impact on performance. Training benefits both employees through skill development and the organization through improved productivity, quality, and competitive advantage.
Business Technology Convergence Index Finaljosephkmimms
Â
The document introduces the Business Technology Convergence Index, which measures the level of convergence between business and technology in organizations. It finds that organizations with higher levels of convergence, around Level 4 or "managed" on the maturity scale, exhibited superior financial performance from 2002-2006 with 12% annual revenue growth and 36% EPS growth compared to industry averages. The index evaluated organizations against capabilities like governance, strategy, investment, and architecture to assess their level of business-technology integration and management maturity.
This document provides an excerpt from a book chapter on leadership and management development. It begins by discussing the need for effective leadership in organizations and how failures in leadership can have serious consequences, as evidenced by a news story about failures in leadership at an NHS trust that contributed to patient deaths. It then explores definitions of leaders and managers, what their roles entail, and debates around whether they are different. The chapter examines classical and modern theories about what leaders and managers do.
Companies are preparing millennials to take on leadership roles as large numbers of baby boomers retire. Mentorship programs pair younger and older employees, allowing boomers to share their experience before leaving the workforce. Deloitte, BAE Systems, GM, and GE run knowledge-transfer initiatives to mitigate the loss of expertise as boomers retire. These programs help to develop millennials' leadership skills and encourage them to pursue long careers with their companies instead of frequently changing jobs. Effective generational knowledge-sharing is important for companies to remain competitive in an era of significant workforce transition.
This chapter discusses management and leadership. It covers the four main functions of management: planning, organizing, leading and controlling. It also explores different leadership styles and the differences between managers and leaders. The chapter examines topics such as decision making, staffing, and the various levels and skills of management.
BUS110 Chap 8 - Adapting Organizations to Todayâs Markets Deborah Oronzio
Â
The document discusses various ways that organizations can structure themselves and adapt to changing markets. It covers classic organizational structures proposed by theorists like Fayol and Weber, as well as more modern approaches like matrix organizations, cross-functional teams, and virtual corporations. The key aspects of different structures include centralization of authority, span of control, departmentalization, and transparency of information between organizations. Adapting structures and using specialist teams and outsourcing are presented as ways for companies to gain flexibility and respond to new business environments.
Organizing: the process by which managers establish working relationships among employees to achieve goals.
Organizational Structure: formal system of task & reporting relationships showing how workers use resources.
Organizational design: managers make specific choices resulting in a given organizational structure.
Successful organizational design depends on the organizationâs unique situation.
This document provides an overview of management concepts including what management is, the four primary managerial tasks of planning, organizing, leading, and controlling, and the three levels of management. It discusses how effective management can improve organizational performance through efficiency and effectiveness. Challenges faced by modern managers like globalization, technology, and ethics are also covered. The document is from a textbook on management and business administration.
MGT-Jones Syllabus Chapter 1 - Introduction to Management (1).pptxnoraishah42
Â
This document provides an overview of management concepts including what management is, the four primary managerial tasks of planning, organizing, leading, and controlling, and the three levels of management. It discusses how effective management can improve organizational performance through efficiency and effectiveness. Challenges managers face in today's global environment are also examined, such as building competitive advantage and managing crises.
The document discusses various ways that organizations can structure themselves and adapt to changing market conditions. It describes principles of organization from Fayol and Weber, including unity of command, hierarchy of authority, and written rules and procedures. It also discusses different types of organizational structures like line, line-and-staff, matrix, and cross-functional teams. Organizations must consider factors like centralization, span of control, and departmentalization when structuring themselves. In today's global markets, organizations also need transparency and may form virtual corporations beyond traditional boundaries.
The Role of Business Ethics in Employee Engagement Novembe.docxoreo10
Â
The Role of Business Ethics in Employee Engagement
November 04, 2009
//By Tom Monahan, CEO of the Corporate Executive Board
My focus on ethical management reminds me that I still own a box full of business cards with
my name from a company that no longer exists.
My first job out of college was with Arthur Andersen. At the time, it was a single organization
and I worked in a division that became Andersen Consulting, and is now Accenture. Arthur
Andersen had one of the most ethical cultures I have seen; the best people, the best business
systems, and a holistic commitment to performance ethics. Yet, it went from being one of the
leading professional services organizations to only a Wikipedia entry in a matter of months, due
to unethical behaviors in a reasonably small niche of the firm. The disappearance of my first
employer due to ethical failures is a powerful lesson I bring to work everyday.
While this is a somber example of the potential downside from an ethics or compliance failure, I
have the opportunity at CEB to see how much upside a manager and leader can create with a
focus on this issue. One of CEBâs core strengths is a voracious appetite for quantifying the
drivers of corporate performance. We ask ourselves: what do the best companies do to create
inordinate value? We have gathered and analyzed millions of data points about employee
perceptions and behavior and rigorously tied them to key drivers of corporate productivity. What
we found is a strong link between ethical cultures and employee engagement. If an employee
works for a company they consider having a strong ethical culture they work harder, stay longer,
and are less likely to leave. Collectively, this data points to a 9% productivity boost from ethical
leadership in the management ranks. Thatâs a stunning figure, and for me, maybe even more
compelling than the business cards.
While there is a strong link, both ethical behaviors and employee engagement are at risk. What
we see happening, across hundreds of thousands of employees at the worldâs largest companies,
is a perfect storm brewing composed of three different factors.
First, we see heightened employee cynicism about commitment of management to ethical
principles and compliance standards, as management teams wrestle with critical issues elsewhere
in the business.
Second, unhappy employees are unable to leave their current roles. In a normal economy, if an
employee does not like their boss, they can leave. However, today unsatisfied employees are
unable to move because of limited opportunities. This results in what we estimate to be about a 7
percent productivity shortfall in most companies as a result of low engagement levels.
Third, employee disengagement is particularly pronounced with the highest potential employees
within an organization. These employees are three times as likely to leave as a normal employee
once the economy improves. Mos ...
This document discusses organizational structure and its relationship to strategy implementation. It begins by outlining the learning objectives, which are to understand the importance of structure, traditional structure types, implications of international operations, and new organizational forms. It then defines organizational structure and discusses how it balances division of labor with integration. Common determinants of structure are described, including the environment, strategy, technology, and human resources. The advantages and disadvantages of functional, divisional, and matrix structures are outlined. Finally, it presents a model of the typical growth phases that large corporations go through and how their structure changes accordingly.
This document discusses change management models and trends in organizational change. It describes Lewin's three-stage change management model of unfreezing, transitioning, and refreezing. It also outlines McKinsey's 7-S model and Kotter's 8-step change model. The document notes that internal and external forces can drive organizational change and lists common catalysts like crises, performance gaps, and new technologies. Finally, it discusses trends organizations often follow in changing like flattening hierarchies, decentralizing decision-making, increasing employee empowerment and adaptability.
This chapter discusses principles of organization management and design. It compares the organizational theories of Fayol and Weber, who emphasized hierarchy, specialization, and standardization. The chapter also evaluates choices in structuring organizations, such as centralization vs. decentralization of authority. It contrasts common organizational models like functional, divisional, and matrix structures. Additionally, the chapter addresses adapting to changes through organizational culture and benchmarking core competencies.
Creating a Culture of Operational Discipline that leads to Operational Excell...Wilson Perumal and Company
Â
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of cultureâone with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
Creating a Culture of Operational Discipline that leads to Operational Excell...Christopher Seifert
Â
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of cultureâone with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
The vision is to excel in civil engineering education to prepare competent engineers with lifelong learning for society's needs. The mission is to impart quality education through effective teaching, provide a stimulating research environment, develop professional skills and right attitude in students to succeed, and imbue moral and ethical values concerning society and environment. The document then discusses organizing human resources for civil engineering projects, including defining organization, objectives of organization, and principles of organization such as responsibility, authority, and division of work.
This document discusses the key roles and goals of human resource management (HRM) in a changing global environment. It outlines how HRM must adapt to technological advances, workforce diversity, and continuous changes. The roles of HRM include attracting, retaining, and training employees while ensuring ethical compliance and monitoring the labor supply and economic conditions.
Chapter 1 Changing Nature of Human Resource ManagementRayman Soe
Â
Human resource management involves designing formal systems to ensure effective use of human talent. The chapter discusses the changing nature of HR, including its transformation from an administrative to more strategic role. It also outlines challenges facing HR like globalization, technology, and workforce trends. HR activities are categorized into areas like staffing, development, and compensation. The roles and competencies of HR professionals are expanding in importance for organizational success.
The âCourse Topicsâ series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "A Culture of Empowerment".
Training and development refers to improving employee performance through learning and development opportunities. It aims to develop employee competencies, improve performance, and meet future organizational needs from within. Training needs are assessed through analyzing individual and group performance deficiencies. Methods to assess needs include performance appraisals, interviews, and analyzing organizational goals. The training process involves assessing needs, designing instructional programs, delivering training, and evaluating impact on performance. Training benefits both employees through skill development and the organization through improved productivity, quality, and competitive advantage.
Business Technology Convergence Index Finaljosephkmimms
Â
The document introduces the Business Technology Convergence Index, which measures the level of convergence between business and technology in organizations. It finds that organizations with higher levels of convergence, around Level 4 or "managed" on the maturity scale, exhibited superior financial performance from 2002-2006 with 12% annual revenue growth and 36% EPS growth compared to industry averages. The index evaluated organizations against capabilities like governance, strategy, investment, and architecture to assess their level of business-technology integration and management maturity.
This document provides an excerpt from a book chapter on leadership and management development. It begins by discussing the need for effective leadership in organizations and how failures in leadership can have serious consequences, as evidenced by a news story about failures in leadership at an NHS trust that contributed to patient deaths. It then explores definitions of leaders and managers, what their roles entail, and debates around whether they are different. The chapter examines classical and modern theories about what leaders and managers do.
Companies are preparing millennials to take on leadership roles as large numbers of baby boomers retire. Mentorship programs pair younger and older employees, allowing boomers to share their experience before leaving the workforce. Deloitte, BAE Systems, GM, and GE run knowledge-transfer initiatives to mitigate the loss of expertise as boomers retire. These programs help to develop millennials' leadership skills and encourage them to pursue long careers with their companies instead of frequently changing jobs. Effective generational knowledge-sharing is important for companies to remain competitive in an era of significant workforce transition.
This chapter discusses management and leadership. It covers the four main functions of management: planning, organizing, leading and controlling. It also explores different leadership styles and the differences between managers and leaders. The chapter examines topics such as decision making, staffing, and the various levels and skills of management.
BUS110 Chap 8 - Adapting Organizations to Todayâs Markets Deborah Oronzio
Â
The document discusses various ways that organizations can structure themselves and adapt to changing markets. It covers classic organizational structures proposed by theorists like Fayol and Weber, as well as more modern approaches like matrix organizations, cross-functional teams, and virtual corporations. The key aspects of different structures include centralization of authority, span of control, departmentalization, and transparency of information between organizations. Adapting structures and using specialist teams and outsourcing are presented as ways for companies to gain flexibility and respond to new business environments.
Organizing: the process by which managers establish working relationships among employees to achieve goals.
Organizational Structure: formal system of task & reporting relationships showing how workers use resources.
Organizational design: managers make specific choices resulting in a given organizational structure.
Successful organizational design depends on the organizationâs unique situation.
This document provides an overview of management concepts including what management is, the four primary managerial tasks of planning, organizing, leading, and controlling, and the three levels of management. It discusses how effective management can improve organizational performance through efficiency and effectiveness. Challenges faced by modern managers like globalization, technology, and ethics are also covered. The document is from a textbook on management and business administration.
MGT-Jones Syllabus Chapter 1 - Introduction to Management (1).pptxnoraishah42
Â
This document provides an overview of management concepts including what management is, the four primary managerial tasks of planning, organizing, leading, and controlling, and the three levels of management. It discusses how effective management can improve organizational performance through efficiency and effectiveness. Challenges managers face in today's global environment are also examined, such as building competitive advantage and managing crises.
The document discusses various ways that organizations can structure themselves and adapt to changing market conditions. It describes principles of organization from Fayol and Weber, including unity of command, hierarchy of authority, and written rules and procedures. It also discusses different types of organizational structures like line, line-and-staff, matrix, and cross-functional teams. Organizations must consider factors like centralization, span of control, and departmentalization when structuring themselves. In today's global markets, organizations also need transparency and may form virtual corporations beyond traditional boundaries.
The Role of Business Ethics in Employee Engagement Novembe.docxoreo10
Â
The Role of Business Ethics in Employee Engagement
November 04, 2009
//By Tom Monahan, CEO of the Corporate Executive Board
My focus on ethical management reminds me that I still own a box full of business cards with
my name from a company that no longer exists.
My first job out of college was with Arthur Andersen. At the time, it was a single organization
and I worked in a division that became Andersen Consulting, and is now Accenture. Arthur
Andersen had one of the most ethical cultures I have seen; the best people, the best business
systems, and a holistic commitment to performance ethics. Yet, it went from being one of the
leading professional services organizations to only a Wikipedia entry in a matter of months, due
to unethical behaviors in a reasonably small niche of the firm. The disappearance of my first
employer due to ethical failures is a powerful lesson I bring to work everyday.
While this is a somber example of the potential downside from an ethics or compliance failure, I
have the opportunity at CEB to see how much upside a manager and leader can create with a
focus on this issue. One of CEBâs core strengths is a voracious appetite for quantifying the
drivers of corporate performance. We ask ourselves: what do the best companies do to create
inordinate value? We have gathered and analyzed millions of data points about employee
perceptions and behavior and rigorously tied them to key drivers of corporate productivity. What
we found is a strong link between ethical cultures and employee engagement. If an employee
works for a company they consider having a strong ethical culture they work harder, stay longer,
and are less likely to leave. Collectively, this data points to a 9% productivity boost from ethical
leadership in the management ranks. Thatâs a stunning figure, and for me, maybe even more
compelling than the business cards.
While there is a strong link, both ethical behaviors and employee engagement are at risk. What
we see happening, across hundreds of thousands of employees at the worldâs largest companies,
is a perfect storm brewing composed of three different factors.
First, we see heightened employee cynicism about commitment of management to ethical
principles and compliance standards, as management teams wrestle with critical issues elsewhere
in the business.
Second, unhappy employees are unable to leave their current roles. In a normal economy, if an
employee does not like their boss, they can leave. However, today unsatisfied employees are
unable to move because of limited opportunities. This results in what we estimate to be about a 7
percent productivity shortfall in most companies as a result of low engagement levels.
Third, employee disengagement is particularly pronounced with the highest potential employees
within an organization. These employees are three times as likely to leave as a normal employee
once the economy improves. Mos ...
This document discusses organizational structure and its relationship to strategy implementation. It begins by outlining the learning objectives, which are to understand the importance of structure, traditional structure types, implications of international operations, and new organizational forms. It then defines organizational structure and discusses how it balances division of labor with integration. Common determinants of structure are described, including the environment, strategy, technology, and human resources. The advantages and disadvantages of functional, divisional, and matrix structures are outlined. Finally, it presents a model of the typical growth phases that large corporations go through and how their structure changes accordingly.
This document discusses change management models and trends in organizational change. It describes Lewin's three-stage change management model of unfreezing, transitioning, and refreezing. It also outlines McKinsey's 7-S model and Kotter's 8-step change model. The document notes that internal and external forces can drive organizational change and lists common catalysts like crises, performance gaps, and new technologies. Finally, it discusses trends organizations often follow in changing like flattening hierarchies, decentralizing decision-making, increasing employee empowerment and adaptability.
This chapter discusses principles of organization management and design. It compares the organizational theories of Fayol and Weber, who emphasized hierarchy, specialization, and standardization. The chapter also evaluates choices in structuring organizations, such as centralization vs. decentralization of authority. It contrasts common organizational models like functional, divisional, and matrix structures. Additionally, the chapter addresses adapting to changes through organizational culture and benchmarking core competencies.
Creating a Culture of Operational Discipline that leads to Operational Excell...Wilson Perumal and Company
Â
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of cultureâone with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
Creating a Culture of Operational Discipline that leads to Operational Excell...Christopher Seifert
Â
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of cultureâone with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
The vision is to excel in civil engineering education to prepare competent engineers with lifelong learning for society's needs. The mission is to impart quality education through effective teaching, provide a stimulating research environment, develop professional skills and right attitude in students to succeed, and imbue moral and ethical values concerning society and environment. The document then discusses organizing human resources for civil engineering projects, including defining organization, objectives of organization, and principles of organization such as responsibility, authority, and division of work.
Practical Goal Modeling for Enterprise ChangeContext: A Problem StatementDr.-Ing. Sagar Sunkle
Â
Modern enterprise need to rapidly respond to changes. Goal modeling techniques are intuitive mechanisms that help in modeling and analyzing rationale behind enterprise's response to change. In spite of their intuitiveness, there are several challenges that need to be addressed for their practical adoption and application. We present a problem statement based on real world case study and possible ways in which these challenges can be addressed.
This document summarizes the evolution of management theories from scientific management to contemporary theories. It discusses early theories like scientific management and administrative management, then behavioral and management science theories. Contemporary theories addressed include contingency theory and the view of organizations as open systems. The document provides overviews and examples of the key aspects of each major management theory.
7 Implementing Strategies Management and Operations Issues CHAP.docxalinainglis
Â
7 Implementing Strategies: Management and Operations Issues
CHAPTER OBJECTIVES
After studying this chapter, you should be able to do the following:
· 1. Construct an effective organizational chart.
· 2. Explain why corporate wellness has become so important in strategic planning.
· 3. Explain why strategy implementation is more difficult than strategy formulation.
· 4. Discuss the importance of annual objectives and policies in achieving organizational commitment for strategies to be implemented.
· 5. Explain why organizational structure is so important in strategy implementation.
· 6. Compare and contrast restructuring and reengineering.
· 7. Describe the relationship between production/operations and strategy implementation.
· 8. Explain how a firm can effectively link performance and pay to strategies.
· 9. Discuss employee stock ownership plans (ESOPs) as a strategic-management concept.
· 10. Describe how to modify an organizational culture to support new strategies.
ASSURANCE OF LEARNING EXERCISES
The following exercises are found at the end of this chapter.
· EXERCISE 7A Critique Corporate Organizational Charts
· EXERCISE 7B Draw an Organizational Chart for PepsiCo Using a Free, Online Template
· EXERCISE 7C Do Organizations Really Establish Objectives?
· EXERCISE 7D Understanding Your Universityâs Culture
The strategic-management process does not end on deciding what strategy or strategies to pursue. There must be a translation of strategic thought into strategic action. This translation is much easier if managers and employees of the firm understand the business, feel a part of the company, and through involvement in strategy-formulation activities have become committed to helping the organization succeed. Without understanding and commitment, strategy-implementation efforts face major problems. Vince Lombardi said: âThe best game plan in the world never blocked or tackled anybody.â
Implementing strategy affects an organization from top to bottom, including all the functional and divisional areas of a business. This chapter focuses on management issues most central to implementing strategies in 2014â2015 and Chapter 8 focuses on marketing, finance/accounting, R&D, and management information systems issues. TJX Companies is an example firm with excellent management practices.
· Even the most technically perfect strategic plan will serve little purpose if it is not implemented. Many organizations tend to spend an inordinate amount of time, money, and effort on developing the strategic plan, treating the means and circumstances under which it will be implemented as afterthoughts! Change comes through implementation and evaluation, not through the plan. A technically imperfect plan that is implemented well will achieve more than the perfect plan that never gets off the paper on which it is typed.1
The Nature of Strategy Implementation
The strategy-implementation stage of strategic management is revealed in Figure 7-1, as.
Similar to BA 100 Chapter 8 PowerPoint - Week 4 (20)
The document discusses the drivers and pressures for organizational change. It identifies that change comes from both external environmental pressures such as competition, regulations and technological changes as well as internal pressures like growth, leadership changes, and politics. Some of the key external pressures mentioned are globalization, hypercompetition, and reputation concerns. The document also examines why organizations may not change in response to environmental pressures or after crises, citing factors such as organizational learning difficulties and defensive priorities over innovation.
This document discusses evolutionary developmental biology and how changes in development can lead to evolutionary changes. It provides examples of modularity and molecular parsimony which help explain this. Modularity means parts of the body and DNA can develop differently. Molecular parsimony means organisms share developmental toolkit genes. The document then discusses specific examples like stickleback fish pelvic spines being due to different Pitx1 expression, and Darwin's finches having beak shape variations due to differing Bmp4 and Calmodulin expression levels. Mechanisms of evolutionary change include changes in location, timing, amount, or kind of gene expression.
Developmental plasticity allows an organism's phenotype to change in response to environmental conditions during development. There are two main types of phenotypic plasticity: reaction norms, where the environment determines the phenotype from a continuum of genetic possibilities, and polyphenisms, where discrete alternative phenotypes are produced. Examples include caterpillars changing appearance to match plant growth stages, frogs hatching early in response to vibrations, and temperature determining sex in crocodiles. Stressors like water levels can also influence development, as seen in spadefoot toads. Symbiotic relationships between organisms, like nitrogen-fixing bacteria in plant roots, are important to development and often involve vertical transmission from parents. Gut bacteria are also necessary for
This document discusses several genetic and environmental factors that can influence human development. Genetic factors like pleiotropy and mosaicism can result in syndromes with multiple abnormalities. The same genetic mutation can also produce different phenotypes depending on gene interactions. Environmental teratogens during critical periods of embryonic development can irreversibly damage organ formation, with alcohol, retinoic acid, and endocrine disruptors like bisphenol A and atrazine posing particular risks like fetal alcohol syndrome, cleft palate, lower sperm counts, and cancer. Both genetic and environmental heterogeneity contribute to the complexity of human development.
The endoderm forms the epithelial lining of the digestive and respiratory systems. It gives rise to tissues like the notochord, heart, blood vessels, and parts of the mesoderm. The endoderm comes from two sources - the definitive endoderm and the visceral endoderm. The transcription factor Sox17 marks and regulates the formation of the endoderm. The endoderm lines tubes in the body and gives rise to organs like the liver, pancreas, lungs and digestive system through the formation of buds and pouches along the foregut.
The document summarizes the development of the intermediate mesoderm and lateral plate mesoderm. The intermediate mesoderm forms the urogenital system including the kidneys, ureters, ovaries, fallopian tubes, testes and vas deferens. Kidney development occurs through the pronephros, mesonephros and metanephros stages. The lateral plate mesoderm splits into somatic and splanchnic layers and forms the heart through the merging of cardiac progenitor cells from both sides of the embryo. The heart tube loops to the right to begin resembling the four-chambered adult heart.
The paraxial mesoderm lies just lateral to the notochord and gives rise to vertebrae, skeletal muscles, and skin connective tissue. It is divided into somites which then form dermomyotomes and sclerotomes. Dermomyotomes develop into dermatomes that make dermis and myotomes that form back, rib, and body wall muscles. Sclerotomes form the vertebrae and rib cage. Somitogenesis occurs through a clock-wavefront model where somites sequentially segment from cranial to caudal regions under the influence of signaling molecules like retinoic acid and FGF.
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Mammalian development begins with fertilization and cleavage of the egg. The egg develops membranes that allow development outside of water. In mammals, the placenta exchanges gases and nutrients between the embryo and mother. Cleavage is rotational, with zygotic genes activating later than other animals. Cells compact and the morula forms an inner cell mass and trophoblast cells. The trophoblast secretes fluid to form a blastocyst cavity. The inner cell mass forms the epiblast and hypoblast, which generate the embryo and extraembryonic tissues through gastrulation. Axis formation is guided by gradients of genes like HOX and left/right asymmetries are regulated by proteins including Nodal.
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This document summarizes key patterns in animal development. It describes that animals undergo gastrulation where cells migrate to form germ layers and axes. Animals are categorized into 35 phyla based on features like germ layers, organ formation, and cleavage patterns. It describes that diploblastic animals have two germ layers while most are triploblastic with three germ layers. Triploblastic animals are further divided into protostomes and deuterostomes based on mouth formation. The document also provides examples of cleavage patterns in snails which are spirally arranged in either a dextral or sinistral pattern determined by maternal factors.
1) Sex determination in mammals is primarily determined by the XY sex determination system, with females having XX and males having XY. The SRY gene on the Y chromosome causes the development of testes.
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The document summarizes key stages in animal development from fertilization through organogenesis. It begins with fertilization and cleavage, followed by gastrulation where the three germ layers (endoderm, mesoderm, ectoderm) are formed. During organogenesis, organs develop from the germ layers. Metamorphosis may also occur to transition organisms like frogs from immature to sexually mature forms. Examples are provided of developmental processes in frogs and other model organisms like fruit flies and plants. Cell behavior and patterning during these stages are also discussed.
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The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
See Learning Objective 1: Outline the basic principles of organization management.
Changing economic times require businesses to alter their approach via reorganization. Using organizational principles is an important aspect to this reorganization.
See Learning Objective 1: Outline the basic principles of organization management.
See Learning Objective 1: Outline the basic principles of organization management.
See Learning Objective 2: Compare the organizational theories of Fayol and Weber.
See Learning Objective 2: Compare the organizational theories of Fayol and Weber.
How Much Changes in a Decade?
This slide shows just how much our country has changed since 2000.
Clearly the digital revolution is shown here with the amount of blogs, cell usage, emails sent, etc. Ask students: Do you expect these numbers to continue to grow? What may this table look like in 2020?
The number of daily newspapers and letters sent has dropped. Ask students: Do you think we will lose more daily newspapers? What about letters? How many still receive letters/cards from grandparents opposed to emails or Facebook posts?
See Learning Objective 2: Compare the organizational theories of Fayol and Weber.
See Learning Objective 2: Compare the organizational theories of Fayol and Weber.
This slide presents Fayolâs principles of organization. Fayol published General and Industrial Management in 1919. Unity of command and hierarchy of authority suggest that each employee reports to one and only one boss. Management courses throughout the world teach these principles, and organizations are designed accordingly. When these principles become rules, policies, and regulations, they create inflexibility which hampers organizationsâ ability to respond quickly to situations. An example of this inflexibility or a slower response time can be seen in FEMAâs response to Hurricane Katrina.
See Learning Objective 2: Compare the organizational theories of Fayol and Weber.
See Learning Objective 2: Compare the organizational theories of Fayol and Weber.
Weber, a German sociologist and economist, wrote The Theory of Social and Economic Organizations. Weberâs principles were similar to Fayolâs. He emphasized job descriptions, written rules, consistent policies, regulations, and procedures, and staffing and promotions based on qualifications. Weber was in favor of bureaucracy and believed that these principles were necessary for large organizationsâ effective functioning. However, in todayâs corporate world, these rules and bureaucracy do not necessarily work. Organizations need to respond to customers and other environmental factors quickly which calls for a creative, flexible, and a quick decision making process contrary to a bureaucratic process.
See Learning Objective 2: Compare the organizational theories of Fayol and Weber.
See Learning Objective 2: Compare the organizational theories of Fayol and Weber.
See Learning Objective 2: Compare the organizational theories of Fayol and Weber.
See Learning Objective 2: Compare the organizational theories of Fayol and Weber.
Division of labor is dividing tasks among workers to complete a job. Job specialization is dividing tasks into smaller jobs.
Fayolâs principles of management are:
-Unity of command
-Hierarchy of authority
-Division of labor
-Subordination of individual interests to the general interest
-Authority
-Degree of centralization
-Clear communication channels
-Order
-Equity
-Esprit de corps
3. Weber added:
-Job descriptions
-Written rules, decision guidelines and detailed records
-Consistent procedures, regulations and policies
-Staffing and promotion based on qualifications.
See Learning Objective 3: Evaluate the choices managers make in structuring organizations.
Centralization can be defined as an organizational structure that focuses on retaining control of authority with higher level managers. One of the disadvantages of this type of management style is slower decisions because of layers of management. Ask the students: What specific problems do you see with this type of management? (Slower decision-making means the company is less responsive to both internal an external customers needs.) Share with the students a simple rule to follow when dealing with centralized authority: Decisions regarding overall company policy and establishment of goals and strategies should be made at the top.
Decentralization is an organizational structure that focuses on delegating authority throughout the organization to middle and lower-level managers. The most significant advantage of this form of management style is the empowerment of the employees. Statistics indicate when delegation is practiced in a company, absenteeism, injuries, loyalty and production improve. Share with the students a simple rule to follow when dealing with decentralized authority: The closer an employee interacts with the customer, the more decentralized the decision-making should be. For example, a customer service manager must have the authority to make a decision that will satisfy a customer immediately, not wait until the home office makes a decision.
See Learning Objective 3: Evaluate the choices managers make in structuring organizations.
See Learning Objective 3: Evaluate the choices managers make in structuring organizations.
See Learning Objective 3: Evaluate the choices managers make in structuring organizations.
Many organizations have moved from tall organizations to flat organizations in an effort to increase nimbleness in the marketplace.
See Learning Objective 3: Evaluate the choices managers make in structuring organizations.
See Learning Objective 3: Evaluate the choices managers make in structuring organizations.
See Learning Objective 3: Evaluate the choices managers make in structuring organizations.
See Learning Objective 3: Evaluate the choices managers make in structuring organizations.
See Learning Objective 3: Evaluate the choices managers make in structuring organizations.
See Learning Objective 3: Evaluate the choices managers make in structuring organizations.
See Learning Objective 3: Evaluate the choices managers make in structuring organizations.
Over the last 25 years businesses have adopted flatter organizations with fewer layers of management and a broader span of control in order to quickly respond to customer demands. A flatter organization gives lower-level employees the authority and responsibility to make decisions directly affecting customers.
Span of control refers to the number of subordinates a manager supervises. Generally, the span of control narrows at higher levels of the organization, because work becomes less standardized and managers need more face-to face communication.
3. The advantages of departmentalization include: Departmentalization may reduce costs, since employees should be more efficient; employees can develop skills in depth and progress within a department as they master more skills; the company can achieve economies of scale by centralizing all the resources it needs and locating various experts in that particular area; employees can coordinate work within the function; and top management can easily direct and control various departmentsâ activities. The disadvantages of departmentalization include: Communication is inhibited; employeeâs may identify with their departmentâs goals rather than the organizationâs; the companyâs response may be slowed by departmentalization; employees tend to be narrow specialists; department members may engage in groupthink and may need input from the outside to become more competitive.
4. An organization can elect to departmentalize in the following ways: customer group, product, functional, geographic, process, and hybrid.
See Learning Objective 4: Contrast the various organizational models.
Traditional business models, such as line organizations and line-and-staff organizations, are giving way to new structures.
See Learning Objective 4: Contrast the various organizational models.
See Learning Objective 4: Contrast the various organizational models.
See Learning Objective 4: Contrast the various organizational models.
See Learning Objective 4: Contrast the various organizational models.
See Learning Objective 4: Contrast the various organizational models.
The creation of matrix organizations was in response to the inflexibility of other more traditional organizational structures. This structure brings specialists from different parts of the organization to work together temporarily on specific projects.
See Learning Objective 4: Contrast the various organizational models.
See Learning Objective 4: Contrast the various organizational models.
See Learning Objective 4: Contrast the various organizational models.
See Learning Objective 4: Contrast the various organizational models.
See Learning Objective 4: Contrast the various organizational models.
See Learning Objective 4: Contrast the various organizational models.
Important For Small Teams
This slide presents five important conditions for garnering the maximum benefits of small teams, according to Jon Katzenbach, co-author of The Wisdom of Teams.
Ask the students: Which of these five conditions do you believe would be most important in your team experience? Why? (The most critical factor of these five conditions, according to Katzenbach, is a clear performance purpose for the team.)
Line personnel are responsible for directly achieving organizational goals. Line personnel include production workers, distribution people, and marketing personnel. Staff personnel advise and assist line personnel in meeting their goals.
The flexibility inherent in the matrix-style organization directly challenge the rigid line and line-and-staff organization structures.
The main difference between matrix-style organization and cross-functional teams is that cross-functional teams tend to be long-lived as compared to the temporary and fluid nature of teams in a matrix-style organization.
See Learning Objective 5: Identify the benefits of inter-firm cooperation and coordination.
See Learning Objective 5: Identify the benefits of inter-firm cooperation and coordination.
See Learning Objective 5: Identify the benefits of inter-firm cooperation and coordination.
A Virtual Corporation
This slide illustrates the concept of a virtual corporation as an organizational model that could propel American businesses into the next century.
The theory behind the virtual corporation can be understood by picturing a company stripped to its core competencies. All other business functions will be accomplished by:
Forming joint ventures
Forming temporary alliances with other virtual companies with different areas of expertise
Hiring consulting services
Outsourcing or subcontracting of services
Share with the students some other interesting concepts of a virtual corporation:
On-demand knowledge workers who operate independently
Skill-selling professionals such as engineers, accountants, human resource experts who manage your projects from their homes through worldwide telecommunications
Team-building will change as companies hire individuals with expertise in various areas to solve business problems. As a solution is identified, the team will cease to exist.
See Learning Objective 6: Explain how organizational culture can help businesses adapt to change.
See Learning Objective 5: Identify the benefits of inter-firm cooperation and coordination.
See Learning Objective 5: Identify the benefits of inter-firm cooperation and coordination.
Benefits and Concerns of Healthcare Outsourcing
This slide identifies the benefits and concerns of healthcare outsourcing.
Have the students identify the possible countries to which healthcare can be outsourced. (India is used by many hospitals and healthcare organizations due to availability of knowledge workers.)
Ask students: Why do you think these countries represent a threat to U.S. jobs? (Lower wages will result in lower costs.)
Ask the students about another country: What could be outsourced to South Africa? Why? (South Africa is considered a good choice for customer service centers for French, English, and German speaking customers. Work force is trained to speak several different languages while wages are low. As a global company dealing with consumer inquiries, the central location of a call center may reduce cost significantly.)
See Learning Objective 5: Identify the benefits of inter-firm cooperation and coordination.
Which Jobs Will Be Outsourced Next?
This slide supports the previous discussion of outsourcing by identifying the most common functional areas for whichU.S. companies plan on hiring outside organizations. The results are from the TEC Internationalâs survey of 1,091 CEOs.
As mentioned in previous discussion, the number-one reason companies outsource is to reduce cost. This slide shows Manufacturing, Information Technology and Customer Support as the largest planned outsourced business categories.
Ask the students: Why do you think these categories are outsourced more often? (Manufacturing can be done a lot cheaper in a country with lower wages; IT and customer support represent functional areas that provide basic or routine types of job performance; unlike sales and marketing, where specific strategies are closely aligned to meet specific customer needs.)
See Learning Objective 5: Identify the benefits of inter-firm cooperation and coordination.
See Learning Objective 5: Identify the benefits of inter-firm cooperation and coordination.
Keep in Touch
Information technology has allowed companies like Amazon to better understand customer needs.
Use the three questions on this slide to start a discussion with students in class.
See Learning Objective 5: Identify the benefits of inter-firm cooperation and coordination.
See Learning Objective 5: Identify the benefits of inter-firm cooperation and coordination.
See Learning Objective 5: Identify the benefits of inter-firm cooperation and coordination.
See Learning Objective 5: Identify the benefits of inter-firm cooperation and coordination.
1. The inverted organization structure is an alternative to the traditional management layers. The critical idea behind the inverted organization structure is that the managersâ job is to support and facilitate the jobs of the frontline people, not boss them around.
2. Ask the students: What type of organization structure would they prefer to work under: traditional or inverted? Why?
See Learning Objective 6: Explain how organizational culture can help businesses adapt to change.
When you search for a job, make sure the organizational culture is one you can thrive in.
See Learning Objective 6: Explain how organizational culture can help businesses adapt to change.
See Learning Objective 6: Explain how organizational culture can help businesses adapt to change.
See Learning Objective 6: Explain how organizational culture can help businesses adapt to change.
See Learning Objective 6: Explain how organizational culture can help businesses adapt to change.
Examples of Informal Group Norms
Group norms are an interesting topic to discuss in teaching organizational structure. This slide illustrates some informal group norms.
Ask students: Have you ever felt pressure to conform to such informal norms? If you gave in to group pressure not to produce more than the rest of the group, did you feel good about yourself? (Focus on the self-gratification feeling of a job well-done and the corresponding compensation.)
Discuss the importance of informal groups in an organization that become somewhat formal themselves (i.e. labor unions).
Some service-oriented organizations have elected to turn the traditional organizational structure upside down. An inverted organization has employees who come into contact with customers at the top of the organization and the chief executive officer at the bottom. A managerâs job is to assist and support frontline people, not tell them what to do.
In the past organizations have often tried to do all functions themselves, maintaining departments for each function including: accounting, finance, marketing, and production. If an organization is not able to efficiently perform the function themselves they will outsource the function. Outsourcing is the process of assigning various functions, such as accounting, production, security, maintenance, and legal work, to an outside firm. The goal is to retain the functions that the organization considers its core competencies.
Organizational or corporate culture is the widely shared values within an organization that create unity and cooperation. Usually the culture of an organization is passed to employees via stories, traditions, and myths.