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The organizational culture-HBO/Manuscript By: Joi
The organizational culture-HBO/Manuscript By: JoiOur Lady of Fatima University (OLFU) - Antipolo Campus
The Content were came from compilations and text books also from the Professional Journals.Â
Leadership, Culture, Communication, and Diversity3Chapt.docx
Leadership, Culture,
Communication, and Diversity3
Chapter 3 Outline
3.1 Leading and Influencing Organizational
Culture
Dimensions of Organizational Culture
Different Types of Cultures
3.2 Competing Values Framework:
A Cultural Perspective
Adaptive Culture
Clan Culture
Achievement Culture
Bureaucratic Culture
Leading and Shaping Culture
3.3 Leadership and Strategic Communication
The Communication Process Defined
Newer Forms of Communication
How to Use the Communication Process
3.4 Leaders as Champions of Strategic
Communication
Create an Open Climate for Dialogue
Emphasize Strategic Topics
Focus on the Customer
Share Responsibility
Give and Receive Feedback
3.5 Leadership Skills in Persuasion
Four Steps of Persuasion
Four Traps that lead to Persuasion Failure
wei6626X_03_c03_p089-138.indd 89 8/5/11 8:45 AM
CHAPTER 3Leadership, Culture, Communication, and Diversity
The word culture can mean different things to different people: Perhaps it conjures up images of fine art, museums, and orchestras. Or perhaps it is the word you use to
describe the shared patterns, behaviors, and artifacts of a country, region, or society. In
fact, culture does have different âlayersâ that interact. For example, macrocultures include
national, religious, ethnic, and occupational cultures that exist globally; organizational
cultures exist in private, public, nonprofit, and government arenas; subcultures are found
in occupational groups within organizations; and microcultures exist within occupations
inside and outside organizations (Schein, 2010).
In this chapter, we focus on organizational culture before examining how culture more
generallyâin terms of countries, nationalities, ethnicities, and so onâcan have broad
implications for leadership efficacy and success. While the first two chapters laid the
foundation for understanding the nature of leadership, these final three chapters show
how leaders influence and shape organizations to achieve goals through communication,
strategy, and teamwork. We begin this discussion with organizational culture because
it shares a mutually dependent relationship with these three dimensions: An organiza-
tionâs culture affects how people communicate, how strategy is developed and imple-
mented, and how people work in teams. Culture can also be defined in terms of these
three dimensions. It is arguably the most important internal organizational dimension.
This chapter will also cover what is perhaps the more common usage of cultureâinterna-
tional culturesâand how different cultures and globalization present opportunities and
challenges for leadership. Since organizational and national cultures are influenced by
global trendsâfor example, technology innovations, mergers and acquisitions, influx of
international workers, and a mix of diverse valuesâleaders and followers must be able to
accommodate such changes in their organizations and teams. Understanding culture has
a substantial payoff ...
Recommended
The organizational culture-HBO/Manuscript By: Joi
The organizational culture-HBO/Manuscript By: JoiOur Lady of Fatima University (OLFU) - Antipolo Campus
The Content were came from compilations and text books also from the Professional Journals.Â
Leadership, Culture, Communication, and Diversity3Chapt.docx
Leadership, Culture,
Communication, and Diversity3
Chapter 3 Outline
3.1 Leading and Influencing Organizational
Culture
Dimensions of Organizational Culture
Different Types of Cultures
3.2 Competing Values Framework:
A Cultural Perspective
Adaptive Culture
Clan Culture
Achievement Culture
Bureaucratic Culture
Leading and Shaping Culture
3.3 Leadership and Strategic Communication
The Communication Process Defined
Newer Forms of Communication
How to Use the Communication Process
3.4 Leaders as Champions of Strategic
Communication
Create an Open Climate for Dialogue
Emphasize Strategic Topics
Focus on the Customer
Share Responsibility
Give and Receive Feedback
3.5 Leadership Skills in Persuasion
Four Steps of Persuasion
Four Traps that lead to Persuasion Failure
wei6626X_03_c03_p089-138.indd 89 8/5/11 8:45 AM
CHAPTER 3Leadership, Culture, Communication, and Diversity
The word culture can mean different things to different people: Perhaps it conjures up images of fine art, museums, and orchestras. Or perhaps it is the word you use to
describe the shared patterns, behaviors, and artifacts of a country, region, or society. In
fact, culture does have different âlayersâ that interact. For example, macrocultures include
national, religious, ethnic, and occupational cultures that exist globally; organizational
cultures exist in private, public, nonprofit, and government arenas; subcultures are found
in occupational groups within organizations; and microcultures exist within occupations
inside and outside organizations (Schein, 2010).
In this chapter, we focus on organizational culture before examining how culture more
generallyâin terms of countries, nationalities, ethnicities, and so onâcan have broad
implications for leadership efficacy and success. While the first two chapters laid the
foundation for understanding the nature of leadership, these final three chapters show
how leaders influence and shape organizations to achieve goals through communication,
strategy, and teamwork. We begin this discussion with organizational culture because
it shares a mutually dependent relationship with these three dimensions: An organiza-
tionâs culture affects how people communicate, how strategy is developed and imple-
mented, and how people work in teams. Culture can also be defined in terms of these
three dimensions. It is arguably the most important internal organizational dimension.
This chapter will also cover what is perhaps the more common usage of cultureâinterna-
tional culturesâand how different cultures and globalization present opportunities and
challenges for leadership. Since organizational and national cultures are influenced by
global trendsâfor example, technology innovations, mergers and acquisitions, influx of
international workers, and a mix of diverse valuesâleaders and followers must be able to
accommodate such changes in their organizations and teams. Understanding culture has
a substantial payoff ...
Disciplines and ideas in social Science DISS.pdf
Ahhh c đ I can be traced back in the day and then I get it will be the literary device to understand what it was first conceived you have been so much I appreciate it to the rules implemented you can get a ride home đ đ I can do that happened but we will be the person that is the totality you can work we eat early to the
ORGANIZATIONAL CULTURE, PROFESSIONAL ETHICS ANDGUANTĂNAMO.docx
ORGANIZATIONAL CULTURE, PROFESSIONAL ETHICS AND
GUANTĂNAMO
Gregory S. McNeal'
In this essay I draw attention to the intersection between the social scientific
literature on organizational culture and the legal ethics literature. Drawing
from the organizational theory literature I detail a framework for assessing
organizational culture and explain how organizational culture reflects more
than rules and structure within an organization, but rather represents dee-
per values, practices, and ways of thinking. While organizational culture is
difficult to change, it can be modified or sustained through power, status,
rewards, and other mechanisms. After establishing a baseline for assessing
organizational culture I highlight efforts by the Bush administration to ex-
ercise control over a military culture which was resistant to the administra-
tion's legal policy initiatives. This effort at control manifested itself in the
creation of the military commissions in 2001, an attempt to minimize the
influence of military attorneys in 2003. and efforts to exercise political con-
trol over military commissions in 2006: each effort was successfully resisted
by members of the military. I conclude by observing that the literature on
organizational culture can provide insights into the literature on legal eth-
ics and political control ofthe military specifically and political control of
bureaucracies more generally.
I. INTRODUCTION
In this symposium essay I plan to highlight key points where the li-
terature on organizational culture can aid scholars in understanding the im-
pact of values, practices, and ethical rules on the behavior of attorneys with-
in politicized organizations. To accomplish this goal, I first detail a frame-
work for assessing organizational culture and explain how organizational
culture reĂąects more than rules and structure within an organization, but
rather represents deeper values, practices, and ways of thinking. Next, I use
the example ofthe military commissions and the Bush administration's in-
terrogation policy to demonstrate how the Bush administration tried unsuc-
cessfully to exercise control over a military culture which was resistant to
its legal policy initiatives. I also explain how members of the military suc-
cessfully resisted these efforts to modify their organizational culture and
Gregory S. McNeal, Visiting Assistant Professor of Law, Pennsylvania State Universi-
ty Dickinson School of Law.
125
126 CASE W. RES. J. INT'L L. [Vol. 42:125
resisted enhanced political control over the activities of the rhilitary. Taken
together, these observations suggest that the literature on organizational
culture can provide useful insights into the literature on legal ethics and
political control of the military specifically and political control of bureau-
cracies more generally.
II. A N OVERVIEW OF ORGANIZATIONAL CULTURE THEORY
Organizational cultures are slowly evolving reflections of the
shared and leamed values, be.
Cultural approaches in organizational approaches
Prescriptive versus desriptive appraoches in organizational culture.
BBA 2026, Organizational Communication 1 Course Learn.docx
BBA 2026, Organizational Communication 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
3. Distinguish between the responsibilities of communicators at different levels of an organization.
3.1 Classify message directions within organizations.
7. Discuss the impact that organizational culture has on employees, processes, and functions within an
organization.
7.1 Identify factors that adhere to various approaches for studying organizational communication.
7.2 Categorize factors associated with major organizational theories.
7.3 Evaluate the organizational culture within an organization.
Reading Assignment
Chapter 2:
Perspectives for Organizational Communication
Chapter 3:
Communication Implications of Major Organizational Theories
Click here to access the Chapter 2 Presentation.
Click here to access a PDF version of the Chapter 2 Presentation.
Click here to access the Chapter 3 Presentation.
Click here to access a PDF version of the Chapter 3 Presentation.
Unit Lesson
Would you rather swim with sharks or whales? The answer to this question may seem straightforward, but
within businesses and other organizations such a metaphor can be formed to describe the culture of an
organization. Observing organizational culture is just one way to critically evaluate the structure and function
of an organization and the effectiveness of the communication processes within. According to Daniela (2013),
âKnowledge of organizational behavior helps to better understand oneself and other peopleâ (p.1555).
Employing perspectives including functional tradition, the Meaning-Centered approach, and emerging
perspectives can provide a way to focus questions for studying organizations and their communication
implications (Shockley-Zalabak, 2015). In addition, there are also theories to consider that can help
conceptualize the phenomenon of organizational operations from various viewpoints such as scientific
management, human behavior, postmodern, critical, and feminist perspectives (Shockley-Zalabak, 2015).
Each of these perspectives can enhance the study of organizational communication from various viewpoints
and provide one with tools to study individuals and groups within these organizations.
The key focus in this unit will be on the influence that organizational culture, also known as corporate culture,
has on overall operations and communication practices. Using this perspective, one can observe how
organizational culture influences operations, members, and leadership within an organization. Additionally,
one can see how these elements interact to create and preserve a vibrant, efficient, and effective culture for
the well-being of the organization (including employees, external stakeholders, and the overall success and
longevity of an organization).
UNIT II STUDY GUIDE
The Impact of Organizational Culture
on Operations and Processes
https://on ...
Organizational culture, ICEBERG MODEL OF CULTURE: Creating and Sustaining Cul...
Organizational culture, ICEBERG MODEL OF CULTURE:
Creating and Sustaining Culture in an Organization, Countries and cultures, Difference in cultures
Unit 3 organisations and behaviour
Organizations can be said to be a system or combination of systems which is dependent on the structure of the organization, the people working inside the organization and behaviour, the technology that is being used inside an organization, etc.
Components of organizational culture.doc
It is a short and brief description of components of organizational culture is explained.
CHAPTER 7 Theories of Organizational Culture and Change Organi.docx
CHAPTER 7
Theories of Organizational Culture and Change
Organizational culture is the culture that exists in an organization, something akin to a societal culture. It is composed of many intangible phenomena, such as values, beliefs, assumptions, perceptions, behavioral norms, artifacts, and patterns of behavior. It is the unseen and unobservable force that is always behind the organizational activities that can be seen and observed. According to Kilmann and his colleagues (1985), âCulture is to the organization what personality is to the individualâa hidden, yet unifying theme that provides meaning, direction, and mobilization.â
Since the 1980s, the literature on organizational change has had a dominant themeâ lasting organizational reform requires changes in organizational culture. Organizational cul- tures that reflect unwanted values, such as hierarchy, rigidity, homogeneity, power based on authority and associations in closed networks, and reliance on rules restrict flexibility and can be formidable barriers to effecting lasting change (Cameron & Quinn, 2011). Organizational members often hang onto familiar âtried and trueâ beliefs, values, poli- cies, and practices of the organizational culture even when these âold waysâ have ceased to serve the organization well. The task is to replace these with cultures where horizon- tal relations, open and accessible networks, flexibility, responsiveness, individual and group empowerment, diversity, and customer service are valued. Advocates and advisers of organizational reform have shared a commitment to increase organizational effective- ness, competitiveness, flexibility, and responsiveness by changing organizational cultures. âCommand-and-controlâ cultures must be replaced with cultures that encourage and sup- port an increasingly diverse workforce and employee participation and empowerment approaches for individuals in work teams.
Therefore, understanding and appreciating the theory of organizational cultureâthe organizational culture perspectiveâas well as the existing culture of a particular organization, is necessary for effecting lasting organizational change.
THE ORGANIZATIONAL CULTURE PERSPECTIVE
The organizational culture perspective is a set of theories with their own assumptions about organizational realities and relationships. It is yet another way of viewing, thinking about, studying, and trying to understand organizations. Like power and politics orga- nization theory (Chapter 6), the assumptions, units of analysis, research methods, and approaches of the organizational culture perspective differ markedly from those of the ratio- nal, âmodernâ structural, organizational economics, and systems/environment theories.
292
Theories of Organizational Culture and Change 293
The organizational culture perspective challenges the basic views of these more rational perspectives about, for example, how organizations make decisions and how and why orga- nizationsâand people in organiz.
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Disciplines and ideas in social Science DISS.pdf
Ahhh c đ I can be traced back in the day and then I get it will be the literary device to understand what it was first conceived you have been so much I appreciate it to the rules implemented you can get a ride home đ đ I can do that happened but we will be the person that is the totality you can work we eat early to the
ORGANIZATIONAL CULTURE, PROFESSIONAL ETHICS ANDGUANTĂNAMO.docx
ORGANIZATIONAL CULTURE, PROFESSIONAL ETHICS AND
GUANTĂNAMO
Gregory S. McNeal'
In this essay I draw attention to the intersection between the social scientific
literature on organizational culture and the legal ethics literature. Drawing
from the organizational theory literature I detail a framework for assessing
organizational culture and explain how organizational culture reflects more
than rules and structure within an organization, but rather represents dee-
per values, practices, and ways of thinking. While organizational culture is
difficult to change, it can be modified or sustained through power, status,
rewards, and other mechanisms. After establishing a baseline for assessing
organizational culture I highlight efforts by the Bush administration to ex-
ercise control over a military culture which was resistant to the administra-
tion's legal policy initiatives. This effort at control manifested itself in the
creation of the military commissions in 2001, an attempt to minimize the
influence of military attorneys in 2003. and efforts to exercise political con-
trol over military commissions in 2006: each effort was successfully resisted
by members of the military. I conclude by observing that the literature on
organizational culture can provide insights into the literature on legal eth-
ics and political control ofthe military specifically and political control of
bureaucracies more generally.
I. INTRODUCTION
In this symposium essay I plan to highlight key points where the li-
terature on organizational culture can aid scholars in understanding the im-
pact of values, practices, and ethical rules on the behavior of attorneys with-
in politicized organizations. To accomplish this goal, I first detail a frame-
work for assessing organizational culture and explain how organizational
culture reĂąects more than rules and structure within an organization, but
rather represents deeper values, practices, and ways of thinking. Next, I use
the example ofthe military commissions and the Bush administration's in-
terrogation policy to demonstrate how the Bush administration tried unsuc-
cessfully to exercise control over a military culture which was resistant to
its legal policy initiatives. I also explain how members of the military suc-
cessfully resisted these efforts to modify their organizational culture and
Gregory S. McNeal, Visiting Assistant Professor of Law, Pennsylvania State Universi-
ty Dickinson School of Law.
125
126 CASE W. RES. J. INT'L L. [Vol. 42:125
resisted enhanced political control over the activities of the rhilitary. Taken
together, these observations suggest that the literature on organizational
culture can provide useful insights into the literature on legal ethics and
political control of the military specifically and political control of bureau-
cracies more generally.
II. A N OVERVIEW OF ORGANIZATIONAL CULTURE THEORY
Organizational cultures are slowly evolving reflections of the
shared and leamed values, be.
Cultural approaches in organizational approaches
Prescriptive versus desriptive appraoches in organizational culture.
BBA 2026, Organizational Communication 1 Course Learn.docx
BBA 2026, Organizational Communication 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
3. Distinguish between the responsibilities of communicators at different levels of an organization.
3.1 Classify message directions within organizations.
7. Discuss the impact that organizational culture has on employees, processes, and functions within an
organization.
7.1 Identify factors that adhere to various approaches for studying organizational communication.
7.2 Categorize factors associated with major organizational theories.
7.3 Evaluate the organizational culture within an organization.
Reading Assignment
Chapter 2:
Perspectives for Organizational Communication
Chapter 3:
Communication Implications of Major Organizational Theories
Click here to access the Chapter 2 Presentation.
Click here to access a PDF version of the Chapter 2 Presentation.
Click here to access the Chapter 3 Presentation.
Click here to access a PDF version of the Chapter 3 Presentation.
Unit Lesson
Would you rather swim with sharks or whales? The answer to this question may seem straightforward, but
within businesses and other organizations such a metaphor can be formed to describe the culture of an
organization. Observing organizational culture is just one way to critically evaluate the structure and function
of an organization and the effectiveness of the communication processes within. According to Daniela (2013),
âKnowledge of organizational behavior helps to better understand oneself and other peopleâ (p.1555).
Employing perspectives including functional tradition, the Meaning-Centered approach, and emerging
perspectives can provide a way to focus questions for studying organizations and their communication
implications (Shockley-Zalabak, 2015). In addition, there are also theories to consider that can help
conceptualize the phenomenon of organizational operations from various viewpoints such as scientific
management, human behavior, postmodern, critical, and feminist perspectives (Shockley-Zalabak, 2015).
Each of these perspectives can enhance the study of organizational communication from various viewpoints
and provide one with tools to study individuals and groups within these organizations.
The key focus in this unit will be on the influence that organizational culture, also known as corporate culture,
has on overall operations and communication practices. Using this perspective, one can observe how
organizational culture influences operations, members, and leadership within an organization. Additionally,
one can see how these elements interact to create and preserve a vibrant, efficient, and effective culture for
the well-being of the organization (including employees, external stakeholders, and the overall success and
longevity of an organization).
UNIT II STUDY GUIDE
The Impact of Organizational Culture
on Operations and Processes
https://on ...
Organizational culture, ICEBERG MODEL OF CULTURE: Creating and Sustaining Cul...
Organizational culture, ICEBERG MODEL OF CULTURE:
Creating and Sustaining Culture in an Organization, Countries and cultures, Difference in cultures
Unit 3 organisations and behaviour
Organizations can be said to be a system or combination of systems which is dependent on the structure of the organization, the people working inside the organization and behaviour, the technology that is being used inside an organization, etc.
Components of organizational culture.doc
It is a short and brief description of components of organizational culture is explained.
CHAPTER 7 Theories of Organizational Culture and Change Organi.docx
CHAPTER 7
Theories of Organizational Culture and Change
Organizational culture is the culture that exists in an organization, something akin to a societal culture. It is composed of many intangible phenomena, such as values, beliefs, assumptions, perceptions, behavioral norms, artifacts, and patterns of behavior. It is the unseen and unobservable force that is always behind the organizational activities that can be seen and observed. According to Kilmann and his colleagues (1985), âCulture is to the organization what personality is to the individualâa hidden, yet unifying theme that provides meaning, direction, and mobilization.â
Since the 1980s, the literature on organizational change has had a dominant themeâ lasting organizational reform requires changes in organizational culture. Organizational cul- tures that reflect unwanted values, such as hierarchy, rigidity, homogeneity, power based on authority and associations in closed networks, and reliance on rules restrict flexibility and can be formidable barriers to effecting lasting change (Cameron & Quinn, 2011). Organizational members often hang onto familiar âtried and trueâ beliefs, values, poli- cies, and practices of the organizational culture even when these âold waysâ have ceased to serve the organization well. The task is to replace these with cultures where horizon- tal relations, open and accessible networks, flexibility, responsiveness, individual and group empowerment, diversity, and customer service are valued. Advocates and advisers of organizational reform have shared a commitment to increase organizational effective- ness, competitiveness, flexibility, and responsiveness by changing organizational cultures. âCommand-and-controlâ cultures must be replaced with cultures that encourage and sup- port an increasingly diverse workforce and employee participation and empowerment approaches for individuals in work teams.
Therefore, understanding and appreciating the theory of organizational cultureâthe organizational culture perspectiveâas well as the existing culture of a particular organization, is necessary for effecting lasting organizational change.
THE ORGANIZATIONAL CULTURE PERSPECTIVE
The organizational culture perspective is a set of theories with their own assumptions about organizational realities and relationships. It is yet another way of viewing, thinking about, studying, and trying to understand organizations. Like power and politics orga- nization theory (Chapter 6), the assumptions, units of analysis, research methods, and approaches of the organizational culture perspective differ markedly from those of the ratio- nal, âmodernâ structural, organizational economics, and systems/environment theories.
292
Theories of Organizational Culture and Change 293
The organizational culture perspective challenges the basic views of these more rational perspectives about, for example, how organizations make decisions and how and why orga- nizationsâand people in organiz.
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⢠The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Mule 4.6 & Java 17 Upgrade | MuleSoft Mysore Meetup #46
Mule 4.6 & Java 17 Upgrade | MuleSoft Mysore Meetup #46
Event Link:-
https://meetups.mulesoft.com/events/details/mulesoft-mysore-presents-exploring-gemini-ai-and-integration-with-mulesoft/
Agenda
â Java 17 Upgrade Overview
â Why and by when do customers need to upgrade to Java 17?
â Is there any immediate impact to upgrading to Mule Runtime 4.6 and beyond?
â Which MuleSoft products are in scope?
For Upcoming Meetups Join Mysore Meetup Group - https://meetups.mulesoft.com/mysore/
YouTube:- youtube.com/@mulesoftmysore
Mysore WhatsApp group:- https://chat.whatsapp.com/EhqtHtCC75vCAX7gaO842N
Speaker:-
Shubham Chaurasia - https://www.linkedin.com/in/shubhamchaurasia1/
Priya Shaw - https://www.linkedin.com/in/priya-shaw
Organizers:-
Shubham Chaurasia - https://www.linkedin.com/in/shubhamchaurasia1/
Giridhar Meka - https://www.linkedin.com/in/giridharmeka
Priya Shaw - https://www.linkedin.com/in/priya-shaw
Shyam Raj Prasad-
https://www.linkedin.com/in/shyam-raj-prasad/
Unit 8 - Information and Communication Technology (Paper I).pdf
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
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