This document discusses the importance of communication and organizational culture within companies. It argues that organizational culture provides a competitive advantage, and that companies with a strong culture are better able to tackle challenges like recession. Good communication between employees and managers allows for easier decision making, task delegation, and conflict resolution, contributing to a positive business climate. The document examines factors that shape organizational culture like leadership style and communication processes. It emphasizes that management must communicate effectively through both personal relationships and clear messaging. Communication is also important for transmitting business goals throughout the company and for facilitating changes to organizational culture.
The document discusses how the organizational landscape has changed in four key ways:
1) The rise of globalization and multicultural workplaces has increased the importance of understanding diverse cultures and flexible communication.
2) Shifting identities in organizations due to mergers and acquisitions has challenged communication about who belongs to different companies.
3) The prevalence of temporary and contingent workers has weakened connections between workers and organizations.
4) The growth of the service economy in developed nations requires communication skills for interacting with customers during service encounters.
This document discusses key aspects of services marketing. It begins by defining services and noting their intangible nature. It then outlines four characteristics unique to services: intangibility, inseparability, variability, and perishability. The document goes on to explain different types of services marketing, including internal, external, and interactive marketing. It emphasizes the importance of employee and customer satisfaction for business success. Finally, it covers differentiating services, managing service quality, and improving service productivity.
The document discusses the benefits of a learning culture and learning organization. A learning culture supports continuous learning through attitudes and practices that facilitate employee growth. Creating learning opportunities, providing coaching and feedback, and aligning individual growth with organizational needs helps develop a learning culture. Challenges include unmotivated employees and costs of training, but making learning fun, relevant, and rewarded can help build a strong learning culture where employees are more engaged and the organization benefits from their skills and competitiveness.
This presentation discusses customer expectations of service. It begins by defining customer expectations and explaining that there are different types and levels of expectations, including ideal, normative, experience-based, acceptable, and minimum tolerance expectations.
It then examines the factors that influence customer expectations, such as explicit and implicit promises made by marketers, word of mouth, past experience, and situational factors. Current issues involving customer expectations are also addressed, like how to meet unrealistic expectations and exceed customer expectations.
The presentation concludes by providing strategies for how service marketers can influence expectations, answering frequently asked questions, and highlighting examples of what basic expectations customers have for different service types.
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
The document discusses how the organizational landscape has changed in four key ways:
1) The rise of globalization and multicultural workplaces has increased the importance of understanding diverse cultures and flexible communication.
2) Shifting identities in organizations due to mergers and acquisitions has challenged communication about who belongs to different companies.
3) The prevalence of temporary and contingent workers has weakened connections between workers and organizations.
4) The growth of the service economy in developed nations requires communication skills for interacting with customers during service encounters.
This document discusses key aspects of services marketing. It begins by defining services and noting their intangible nature. It then outlines four characteristics unique to services: intangibility, inseparability, variability, and perishability. The document goes on to explain different types of services marketing, including internal, external, and interactive marketing. It emphasizes the importance of employee and customer satisfaction for business success. Finally, it covers differentiating services, managing service quality, and improving service productivity.
The document discusses the benefits of a learning culture and learning organization. A learning culture supports continuous learning through attitudes and practices that facilitate employee growth. Creating learning opportunities, providing coaching and feedback, and aligning individual growth with organizational needs helps develop a learning culture. Challenges include unmotivated employees and costs of training, but making learning fun, relevant, and rewarded can help build a strong learning culture where employees are more engaged and the organization benefits from their skills and competitiveness.
This presentation discusses customer expectations of service. It begins by defining customer expectations and explaining that there are different types and levels of expectations, including ideal, normative, experience-based, acceptable, and minimum tolerance expectations.
It then examines the factors that influence customer expectations, such as explicit and implicit promises made by marketers, word of mouth, past experience, and situational factors. Current issues involving customer expectations are also addressed, like how to meet unrealistic expectations and exceed customer expectations.
The presentation concludes by providing strategies for how service marketers can influence expectations, answering frequently asked questions, and highlighting examples of what basic expectations customers have for different service types.
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
Success and failure in organizational designRajamani5373
This document discusses factors for success and failure in organizational design. For success, it emphasizes having a clear performance focus tied to business results, a winning strategy that plays to strengths, a compelling need for change, specific change criteria, distinguishing between decision-driven and behavior-dependent change, appropriate structure and systems, skills and resources, engaged groups, integrated initiatives, and leaders willing to change. For failure, it cites poor planning, inadequate leadership support, lack of resources, prioritizing systems over people, and inadequate change leadership skills.
The document discusses how the physical environment or "servicescapes" of businesses can influence both customer and employee behaviors. It explains that servicescapes are made up of ambient conditions, spatial layout, and signage/decor and that each of these dimensions can independently and collectively shape perceptions. The document also outlines how servicescapes may impact emotions, social interactions, and achievement of organizational goals like motivation and customer retention. Finally, it provides examples of how businesses can design servicescapes to strategically shape specific behaviors.
Organizational culture refers to shared beliefs and expectations within a company that shape employee behavior. It serves functions like defining boundaries, providing a sense of identity and commitment, and acting as implicit guidelines. A company's culture is formed and maintained through leadership, socialization of new employees, communication, and rewards. It is influenced by factors such as company size, market environment, ownership structure, and national culture. When strong, a positive culture can benefit a company through improved job performance, lower turnover, and less need for formal rules, but it can also present barriers to change.
Intergroup Conflict, The Structure of Organizations, Designing Effective Orga...Krista Karissa Cariño
This document discusses topics related to industrial psychology including intergroup conflict, organizational structure, and designing effective organizations. It provides details on causes of intergroup conflict such as task interdependence and reward systems. Strategies for managing conflict include avoidance, defusion, containment, and confrontation. The dynamics of winning and losing conflicts are also examined. The document also explores formal organizational structures and their goals of defining responsibility, facilitating coordination, and adapting to environments.
Organizational culture - Human Behaviour OrganisationKrupesh Shah
This document discusses organizational culture at two companies - Tata Motors and Ford Motors. It begins by defining organizational culture and its importance. It then examines the key components and characteristics of organizational culture, as well as different types. The presentation also explores the cultures specifically at Tata Motors and Ford Motors, looking at their missions, visions, and broader perspectives. It highlights innovations and the value of ethics at both companies.
Team building - Team work group OD interventions - Organizational Change an...manumelwin
Team building is the use of different types of interventions that are aimed at enhancing social relations and clarifying team members’ roles, as well as solving tasks and interpersonal problems that affect team functionality.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
Team building aims to improve how a team works together through increased understanding of team dynamics and collective accountability. For Samsung, a $60 million division was failing to deliver products on time and losing $13 million annually. Their team building plan focused on effective communication, accountability, trust, and conflict resolution. Through a series of structured exercises and workshops addressing these topics, they were able to transform the team's work processes and mindset, improving efficiency, meeting deadlines, and becoming profitable again in under two years.
Organizational culture is communicated through various artifacts like stories, rituals, language, and structures. The document discusses how stories at IBM and Revlon communicate different cultural values. Rituals at Digital reinforced constructive conflict, while ceremonies at a PR firm honored core values. Language also provides insights, like references to "Bob" showing egalitarianism at Monsanto versus formality at American Home. These artifacts subtly shape behaviors and allow outsiders to understand an organization's culture.
Approach and models of Organization BehaviorNaj Umpa
This document discusses key concepts in organizational behavior including:
1. The key forces affecting organizational behavior are people, structure, technology, and environment.
2. Fundamental concepts around the nature of people include individual differences, perception, motivation, and values.
3. There are four approaches to studying organizational behavior: human resources, contingency, results-oriented, and systems.
5. Models of organizational behavior include the autocratic, custodial, supportive, collegial, and system models which differ in their basis, orientations, and results.
The document discusses team building and leadership. It defines what teams are and how they work best through commitment to common objectives, defined roles and responsibilities, effective communication and decision making, and good relationships. It describes the process of team building and the different stages a team goes through - forming, storming, norming, and performing. It outlines different team roles and behaviors as well as characteristics of effective team leaders who build trust, empower their team members, and create an enthusiastic environment where the team can work together successfully to achieve results.
Strategic management provides direction for whole organizations and involves managing change. It examines business, technology, consumer trends and the shift from agricultural to service economies. Strategic management ensures long-term growth and profits by developing competitive advantages globally. Only a small portion of the largest 20th century companies still exist today due to failing to maintain their competitive positions. Strategic management concerns decisions that impact long-term survival and profits amid uncertainty and competition.
Organisational development: Meaning, Concepts and Process.NEETHU S JAYAN
In this presentation the meaning of organisational development (OD) was explained along with process. The way in which organisational development impact in business activities also explained.
This document outlines the process for developing an organizational vision, including identifying core values, assessing the current situation, defining the mission, creating a vision statement, and implementing the vision. It discusses how values are the foundation for vision and motivate employees. The mission provides direction for strategies and delights customers. An effective vision is clear, inspiring, and achievable. Implementation requires business plans, procedures, and actions that actualize the values, mission, and vision.
Total Quality Management (TQM) is an organization-wide intervention aimed at increasing customer satisfaction through improving quality. [1] TQM targets the entire organization, including suppliers and customers, and requires changing the organizational culture and philosophy. [2] The purpose is to make quality the standard approach across all processes. [3] Effectiveness is measured through increased customer satisfaction and metrics like reduced defects, higher sales and market share. [4] Research shows successful TQM programs report gains in these areas after a long-term commitment to cultural and systemic change. [5] Outcomes must be continuously assessed for TQM to be effective long-term. [6] Successful implementation requires participation and commitment from all levels, especially top
This document lists various figures, objects, and events from the Old Testament that are presented as types or foreshadowings of Jesus Christ. It provides numerous biblical references showing how aspects of Adam, Abel, Abraham, Aaron, the Ark, the Ark of the Covenant, sacrifices on the Day of Atonement, the Brazen Serpent, the Brazen Altar, burnt offerings, cities of refuge, David, Eliakim, first-fruits, the golden candlestick, golden altar, Isaac, Jacob, Jacob's ladder, Joseph, Joshua, Jonah, the laver of brass, a leper's offering, manna and more point forward to or prefigure aspects of Jesus and his ministry.
This document discusses organizational culture, defining it as the behaviors, beliefs, and meanings people attach to behaviors within an organization. It notes that organizational culture includes visions, values, systems, and assumptions. The document then examines types of organizational cultures, characteristics of culture, advantages such as financial benefits and employee motivation, functions, influential thinkers, and potential drawbacks like difficulty changing culture.
Characteristics of organization developmentrajeswaribalu
Organizational development (OD) is a systematic process used to improve an organization's culture, systems, and employee behaviors. It aims to solve organizational problems and achieve objectives through planned changes. OD focuses on elements like norms, values, attitudes, and relationships. It uses methods like sensitivity training and is led by both internal and external change agents working collaboratively. The goals of OD include improved conflict resolution, understanding, and leadership over the long term.
This document discusses communication in organizations. It defines organizational communication as the process of coordinating activities to reach individual and organizational goals. Communication in organizations can be formal through chains of command or informal like gossip. There are also different types like horizontal between peers, vertical up and down hierarchies, and diagonal between different departments. Modern organizations aim for boundaryless communication where information flows freely to where it is needed. Proper communication structures and processes help organizations grow through better performance, relationships and decision-making.
Organizational culture is defined as the shared meanings, values, and beliefs of members within an organization. It distinguishes one organization from others and influences employee behavior. Strong cultures provide benefits like consistency and commitment but can also lead to inflexibility and resistance to change. National culture differs from organizational culture in its level of impact on employees and origins from consistency in practices rather than values. An organization's culture defines its identity, provides a sense of purpose, and facilitates commitment among members.
Success and failure in organizational designRajamani5373
This document discusses factors for success and failure in organizational design. For success, it emphasizes having a clear performance focus tied to business results, a winning strategy that plays to strengths, a compelling need for change, specific change criteria, distinguishing between decision-driven and behavior-dependent change, appropriate structure and systems, skills and resources, engaged groups, integrated initiatives, and leaders willing to change. For failure, it cites poor planning, inadequate leadership support, lack of resources, prioritizing systems over people, and inadequate change leadership skills.
The document discusses how the physical environment or "servicescapes" of businesses can influence both customer and employee behaviors. It explains that servicescapes are made up of ambient conditions, spatial layout, and signage/decor and that each of these dimensions can independently and collectively shape perceptions. The document also outlines how servicescapes may impact emotions, social interactions, and achievement of organizational goals like motivation and customer retention. Finally, it provides examples of how businesses can design servicescapes to strategically shape specific behaviors.
Organizational culture refers to shared beliefs and expectations within a company that shape employee behavior. It serves functions like defining boundaries, providing a sense of identity and commitment, and acting as implicit guidelines. A company's culture is formed and maintained through leadership, socialization of new employees, communication, and rewards. It is influenced by factors such as company size, market environment, ownership structure, and national culture. When strong, a positive culture can benefit a company through improved job performance, lower turnover, and less need for formal rules, but it can also present barriers to change.
Intergroup Conflict, The Structure of Organizations, Designing Effective Orga...Krista Karissa Cariño
This document discusses topics related to industrial psychology including intergroup conflict, organizational structure, and designing effective organizations. It provides details on causes of intergroup conflict such as task interdependence and reward systems. Strategies for managing conflict include avoidance, defusion, containment, and confrontation. The dynamics of winning and losing conflicts are also examined. The document also explores formal organizational structures and their goals of defining responsibility, facilitating coordination, and adapting to environments.
Organizational culture - Human Behaviour OrganisationKrupesh Shah
This document discusses organizational culture at two companies - Tata Motors and Ford Motors. It begins by defining organizational culture and its importance. It then examines the key components and characteristics of organizational culture, as well as different types. The presentation also explores the cultures specifically at Tata Motors and Ford Motors, looking at their missions, visions, and broader perspectives. It highlights innovations and the value of ethics at both companies.
Team building - Team work group OD interventions - Organizational Change an...manumelwin
Team building is the use of different types of interventions that are aimed at enhancing social relations and clarifying team members’ roles, as well as solving tasks and interpersonal problems that affect team functionality.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
Team building aims to improve how a team works together through increased understanding of team dynamics and collective accountability. For Samsung, a $60 million division was failing to deliver products on time and losing $13 million annually. Their team building plan focused on effective communication, accountability, trust, and conflict resolution. Through a series of structured exercises and workshops addressing these topics, they were able to transform the team's work processes and mindset, improving efficiency, meeting deadlines, and becoming profitable again in under two years.
Organizational culture is communicated through various artifacts like stories, rituals, language, and structures. The document discusses how stories at IBM and Revlon communicate different cultural values. Rituals at Digital reinforced constructive conflict, while ceremonies at a PR firm honored core values. Language also provides insights, like references to "Bob" showing egalitarianism at Monsanto versus formality at American Home. These artifacts subtly shape behaviors and allow outsiders to understand an organization's culture.
Approach and models of Organization BehaviorNaj Umpa
This document discusses key concepts in organizational behavior including:
1. The key forces affecting organizational behavior are people, structure, technology, and environment.
2. Fundamental concepts around the nature of people include individual differences, perception, motivation, and values.
3. There are four approaches to studying organizational behavior: human resources, contingency, results-oriented, and systems.
5. Models of organizational behavior include the autocratic, custodial, supportive, collegial, and system models which differ in their basis, orientations, and results.
The document discusses team building and leadership. It defines what teams are and how they work best through commitment to common objectives, defined roles and responsibilities, effective communication and decision making, and good relationships. It describes the process of team building and the different stages a team goes through - forming, storming, norming, and performing. It outlines different team roles and behaviors as well as characteristics of effective team leaders who build trust, empower their team members, and create an enthusiastic environment where the team can work together successfully to achieve results.
Strategic management provides direction for whole organizations and involves managing change. It examines business, technology, consumer trends and the shift from agricultural to service economies. Strategic management ensures long-term growth and profits by developing competitive advantages globally. Only a small portion of the largest 20th century companies still exist today due to failing to maintain their competitive positions. Strategic management concerns decisions that impact long-term survival and profits amid uncertainty and competition.
Organisational development: Meaning, Concepts and Process.NEETHU S JAYAN
In this presentation the meaning of organisational development (OD) was explained along with process. The way in which organisational development impact in business activities also explained.
This document outlines the process for developing an organizational vision, including identifying core values, assessing the current situation, defining the mission, creating a vision statement, and implementing the vision. It discusses how values are the foundation for vision and motivate employees. The mission provides direction for strategies and delights customers. An effective vision is clear, inspiring, and achievable. Implementation requires business plans, procedures, and actions that actualize the values, mission, and vision.
Total Quality Management (TQM) is an organization-wide intervention aimed at increasing customer satisfaction through improving quality. [1] TQM targets the entire organization, including suppliers and customers, and requires changing the organizational culture and philosophy. [2] The purpose is to make quality the standard approach across all processes. [3] Effectiveness is measured through increased customer satisfaction and metrics like reduced defects, higher sales and market share. [4] Research shows successful TQM programs report gains in these areas after a long-term commitment to cultural and systemic change. [5] Outcomes must be continuously assessed for TQM to be effective long-term. [6] Successful implementation requires participation and commitment from all levels, especially top
This document lists various figures, objects, and events from the Old Testament that are presented as types or foreshadowings of Jesus Christ. It provides numerous biblical references showing how aspects of Adam, Abel, Abraham, Aaron, the Ark, the Ark of the Covenant, sacrifices on the Day of Atonement, the Brazen Serpent, the Brazen Altar, burnt offerings, cities of refuge, David, Eliakim, first-fruits, the golden candlestick, golden altar, Isaac, Jacob, Jacob's ladder, Joseph, Joshua, Jonah, the laver of brass, a leper's offering, manna and more point forward to or prefigure aspects of Jesus and his ministry.
This document discusses organizational culture, defining it as the behaviors, beliefs, and meanings people attach to behaviors within an organization. It notes that organizational culture includes visions, values, systems, and assumptions. The document then examines types of organizational cultures, characteristics of culture, advantages such as financial benefits and employee motivation, functions, influential thinkers, and potential drawbacks like difficulty changing culture.
Characteristics of organization developmentrajeswaribalu
Organizational development (OD) is a systematic process used to improve an organization's culture, systems, and employee behaviors. It aims to solve organizational problems and achieve objectives through planned changes. OD focuses on elements like norms, values, attitudes, and relationships. It uses methods like sensitivity training and is led by both internal and external change agents working collaboratively. The goals of OD include improved conflict resolution, understanding, and leadership over the long term.
This document discusses communication in organizations. It defines organizational communication as the process of coordinating activities to reach individual and organizational goals. Communication in organizations can be formal through chains of command or informal like gossip. There are also different types like horizontal between peers, vertical up and down hierarchies, and diagonal between different departments. Modern organizations aim for boundaryless communication where information flows freely to where it is needed. Proper communication structures and processes help organizations grow through better performance, relationships and decision-making.
Organizational culture is defined as the shared meanings, values, and beliefs of members within an organization. It distinguishes one organization from others and influences employee behavior. Strong cultures provide benefits like consistency and commitment but can also lead to inflexibility and resistance to change. National culture differs from organizational culture in its level of impact on employees and origins from consistency in practices rather than values. An organization's culture defines its identity, provides a sense of purpose, and facilitates commitment among members.
This document defines organizational culture and describes its key elements. It discusses that culture is comprised of shared beliefs, assumptions, values and norms that shape group behavior. Culture is transmitted through socialization and exists when shared by most group members, passed between generations, and influences behavior. The core elements of culture include observable practices/symbols and deeper assumptions/values. The document then examines different types of organizational cultures like bureaucratic, clan, market, and entrepreneurial cultures and how they influence behaviors and performance. Finally, it discusses how strong, well-socialized cultures can enhance performance and satisfaction if a common style is developed and reinforced.
Organizational culture refers to the shared values, beliefs, and behaviors of members of an organization. A strong organizational culture can attract and retain talent, engage employees, create energy and momentum, and make everyone more successful. Culture is learned through stories, rituals, symbols, and language within the organization. Founders and top management play important roles in establishing and maintaining an organization's culture through selection practices, actions, and socialization of new employees. While difficult to change, understanding organizational culture is important for managing change within a company.
What exactly is culture?
Understand culture using metaphors.
Understanding organisational culture.
Why organisational culture matters?
Explain and use techniques to evaluate organisational culture.
Cultural web
Cultural iceberg
Handy’s four culture types
Competing values framework
How is organisational culture created and preserved?
Can organisational culture be changed?
Discuss cases of cultural blunders.
What are the causes of cultural blunders?
How to minimise cultural blunders.
This document discusses key aspects of organizational culture including its definition, elements, types, how it is created and transmitted, its role in mergers and acquisitions, and the debate around whether cultures can be managed. It defines organizational culture as the shared assumptions, values, and beliefs that guide how an organization operates. It identifies elements that shape culture like risk tolerance, communication patterns, and reward systems. It also discusses how dominant and subcultures form and how strong versus weak cultures impact organizational effectiveness.
Organizational culture refers to shared meanings and behaviors among members of an organization. It is shaped by founders and reinforced over time through socialization, stories, rituals, and symbols. A strong culture with clear values can increase commitment and coordination but may also resist change and diversity. Managers can develop an ethical culture through role modeling, training, and rewarding ethical conduct. National culture also influences how organizational culture is expressed in other countries.
Organizational culture is defined as the shared beliefs, customs, traditions, and values of an organization's members. It is shaped by an organization's founders, leaders, selection practices, and socialization of new employees. Maintaining culture involves selecting new members who share the existing values and socializing them to accept prevailing norms and customs through stories, rituals, symbols, and language used in the organization.
Organizational culture is defined as the shared assumptions, values, and beliefs of an organization that guide employee behavior. An organization's culture is formed by its founders and leaders and is transmitted to employees through stories, rituals, symbols, language, and ceremonies. A strong organizational culture can promote commitment and innovation but may also act as a barrier to change and diversity. Cultural change involves unfreezing the current culture, moving to a new culture, and refreezing the changes through reinforcement.
The document discusses the key aspects of communication including the definition, process, types, levels and barriers of communication. It defines communication as the exchange of information, ideas, thoughts and feelings through various channels like speech, signals, writing and behavior. The types of communication covered are verbal, nonverbal, oral, and written. Verbal communication can be oral or written, while nonverbal involves body language, appearance and sounds. The levels of communication range from intrapersonal to interpersonal, small group, one-to-group, and mass communication. Barriers to effective communication include physical, perceptual, emotional, cultural, language, gender and interpersonal factors. The document also provides tips for overcoming barriers and tools for effective
ReadySetPresent (Communication PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. The foundation of all skills remains in effective communication in today's professional world. Communication PowerPoint Presentation Content slides include topics such as: Exploring the critical elements of good communication, different methods of communication, 10 slides on keys to effective listening, 6 slides on listening techniques, 10 slides on improving your listening, asking vs. telling, 10 slides on barriers and gateways to communication, 20 slides on effective business communication, why attending is important, responding to content, posturing and observing and feedback, 20+ slides on nonverbal communication, including eye contact, language barriers, how to's and more!
Ms 21 social processes and behavioral issues - copysmumbahelp
This document provides information about getting fully solved assignments for an MBA course. It includes the course code, title, assignment code, coverage, and due date. It lists 5 questions for the assignment covering topics like the challenges of globalization, understanding human behavior in organizations, counseling in organizations, the role of teams and leaders, and attributes of work culture. Students are instructed to answer all questions and submit the assignment by the given due date to their study center coordinator.
Importance or significance of culture on interpersonal communication in a mul...Jiten Naik
This document provides an index and overview of a dissertation focused on the impact of culture on interpersonal communication in multinational corporations. It discusses culture and key aspects of interpersonal communication. A literature review examines communication policies at a Swedish furniture company with operations in multiple countries. The research methodology section outlines the use of secondary data sources and primary data collection through employee interviews at the case study company.
This document discusses various topics related to organizations and organizational structure. It begins with an introduction to organizations and defines key terms like organizational structure, culture, and leadership styles. It then discusses Airtel as an example organization and how its culture and leadership approaches influence employee behavior. Finally, it provides overviews of different types of organizational structures including functional, divisional, and matrix structures.
1) Communication is key for any organization to function effectively as it allows for coordination between people and departments to work towards common goals.
2) There are two main perspectives for viewing organizational communication - the technical theory, which focuses on transmitting messages efficiently via technology, and the meaning-centered theory, which considers all human interactions and relationships.
3) Effective communication is important for an organization to innovate, enhance its performance, coordinate activities, and ultimately achieve its objectives. It also improves employee satisfaction and promotion opportunities. Barriers to communication can severely damage an organization.
This document summarizes an organizational behavior essay. It discusses key concepts in organizational behavior including organizational structure, culture, diversity, communication, effectiveness, and learning. It provides examples from the military to illustrate these concepts. Organizational structure ensures employees have clear goals and motivation to achieve them. Organizational culture influences behavior and decision making. Diversity and effective communication are important in today's global workforce. Understanding these concepts helps employees and organizations be successful.
1) The first video showed a group meeting that lacked structure and focus, with multiple side conversations happening. This caused the meeting to be ineffective and inefficient with no clear outcomes.
2) The second video portrayed a group that struggled to reach consensus on a decision due to some members dominating the conversation while others remained silent. This hindered full participation and compromise.
3) The final video demonstrated a well-run meeting with assigned roles, active listening, and compromise from all members. This allowed the group to have a productive discussion, make a decision, and feel good about their work.
Business communication is the process of communicating with the employees and the organisation. The implementation of the business communication strategies helps to build the communication skills in the employees. In this report the impact, barriers, and solutions to barriers are discussed which help to understand the overall concept of the business communication. For betterment of the organisations improvement of the communication skills is necessary. The effective communication is the management of the employees which help in the management of the employee’s behaviour. Analysis of business communication is essentially effective in determining the potential in professional aspects as well as evaluating personal skills for improvement.
This document discusses communication, including its definition, elements, and barriers. It defines communication as the process of sending and receiving information between two or more people. The main elements are the sender, who encodes the message, and the receiver, who decodes it. There are four types of barriers that can disrupt communication: process, physical, semantic, and psychosocial. Effective communication is a two-way process that requires effort from both the sender and receiver through skills like active listening. The document provides suggestions for improving communication, such as clarifying roles, writing clear emails, conducting organized meetings, and addressing cultural differences.
This document discusses barriers to creativity and innovation in organizations. It identifies several key barriers, including lack of motivation and trust among employees, lack of acceptance of constructive criticism, and conservative/authoritarian management styles that resist change. The importance of overcoming these barriers is discussed, as creativity and innovation are essential for organizations to adapt, survive, and thrive in constantly changing environments. Creativity allows for new ideas, while innovation is about implementing those ideas. Both are necessary for organizational success.
This document provides an overview of organizational behavior (OB). It defines OB as the systematic study of how individuals and groups act within organizations. The goals of OB are to describe, understand, predict, and control human behavior in organizations. Key forces that affect organizations are people, structure, technology, and the external environment. OB draws from multiple contributing disciplines including psychology, sociology, and social psychology. Fundamental concepts of OB include the nature of people and organizations. Models of OB help explain organizational behavior. Organizational culture and social systems frameworks are also discussed. Approaches to and limitations of OB are presented.
Fundamentalsoforganizationalbehaviorppt 130629000255-phpapp01DeShawn A. Larkin
This document provides an overview of organizational behavior (OB). It discusses that OB aims to understand human behavior in organizations in order to improve efficiency. Key forces that influence organizational behavior are people, structure, technology, and the external environment. The document also outlines several contributing disciplines to OB like psychology and sociology. It discusses fundamental concepts in OB such as individual differences, motivation, and social systems. Different approaches and models of OB are presented, as well as limitations.
Lecture 1, Saturday, 28th October 2023 - AAMBFS.pdfMohammed El
This document provides information about an organizational behavior lecture given by Amgad Bahaa EL Din. It includes his contact information, an overview of the course titled "Organizational Behavior" including topics, goals, and assessment. It also defines key terms like organization, manager, and organizational behavior. Additionally, it discusses the disciplines of psychology, social psychology, sociology, and anthropology that contribute to the field of organizational behavior and their contributions. Finally, it notes some challenges and opportunities for organizational behavior related to economic pressures, globalization, workforce demographics, and diversity.
Scrapsweetlife.com seven awesome things you can learn from project communicat...Haider Ali
The document discusses the key components of an effective project communication plan, including a project charter, timeline, risk management plan, and deliverables. It then outlines seven important skills that can be learned from developing a project communication plan: leadership, motivation, communication, organization, prioritization, problem-solving, and adaptability. For each skill, it provides details on what they entail and why they are important for project management. Overall, the document advocates for the critical importance of communication within a project team and emphasizes the benefits of having a formal project communication plan.
Business communications / Y. Levchenko, I. Britchenko – Sofia: Prof. Marin Dr...Igor Britchenko
The purpose of the book is to form an understanding of the role
and place of strategic communications in the management system and leveling stereotypes about the construction of communications;
demonstrate key techniques and tools that make communication
effective.
Running head: CLIENT SELECTION 2
CLIENT SELECTION
Nicholas J Ceo
American Military University
6 December 2017
MTS Systems Corporation is a supplier of test systems as well as industrial position sensors all over the globe. The company deals with hardware and software solutions with the aim of accelerating and improving the design, development, and manufacture of products and structures. MTS operates in two segments, one which deals with sensors and the other with tests. The test department focuses on providing testing solutions that include software, hardware, and testing services. The sensors segment is keen on providing products to be used in mobile equipment and industrial tools manufacture in order to automate their operations, thus enhancing safety and productivity of the end users. The organization also provides tools to measure displacement in fluids, for instance, liquid levels for clients in industrial processes.
The organization provides a solution is an organization that seeks to pioneer in technology and provides unmatched expertise. Engineers depend on accuracy, certainty, and measurements to do their work, to conduct research and transform ideas into results that are tangible and working. MTS Systems is a corporation that is fully dedicated to this transformation in a manner that is faster, more efficient, easier and more successful. The company was established in 1966 with its headquarters at Eden Prairie, Minnesota and has since that time worked in partnerships with engineers worldwide.
MTS Systems has had impressive performance over the years with revenues of about seven hundred and eighty million dollars in the 2016-2017 financial year, up from six hundred and fifty million dollars the previous year. This represents a 38.4% growth in revenue. Profitability has also grown over the years, and the strong performance is expected to continue into the near future. Nevertheless, the performance would be much better if the existing management problems are dealt with.
Running head: CLIENT PROBLEM 1
CLIENT PROBLEM 4
CLIENT PROBLEM
Nicholas J Ceo
American Military University
6 December 2017
The modern business environment has become very complex, competitive and dynamic. An organization has to keep scanning the environment to see what it can do differently so as to increase its productivity. Management problems have been around from time immemorial, but their impact on the performance of the organization cannot be ignored. These challenges, then, have to be sorted out in the most effective way possible so as to mitigate their effects on the organization. Some of these problems include transparency, human resources challenges and change management. In this research paper, we are going to focus on human resource challenges experienced at MTS Systems, evaluate their effect on the company performance and measures that can be ...
Concordia University Human Resource Development Discussion.docxwrite4
This document discusses implementing cultural diversity and self-managed work teams in the workplace. It provides recommendations for overcoming resistance to cultural diversity programs, such as making participation optional and educational. It also outlines how a shoe manufacturing manager could design and implement self-managed work teams, including involving supervision, providing cross-training, and anticipating potential problems like communication issues.
Concordia University Human Resource Development Discussion.docxwrite22
This document discusses implementing cultural diversity and self-managed work teams in the workplace. It provides recommendations for overcoming resistance to cultural diversity programs, such as making participation optional and educational. It also outlines how a shoe manufacturing manager could design and implement self-managed work teams, including involving supervision, providing cross-training, and anticipating potential problems like communication issues.
Concordia University Human Resource Development Discussion.docxwrite22
This document discusses implementing cultural diversity and self-managed work teams in an organization. It provides recommendations for overcoming resistance to cultural diversity programs, such as making participation optional and educational. It also outlines how a manager could design and implement self-managed work teams in a shoe manufacturing plant, including involving supervision, providing necessary training, and anticipating potential problems like communication issues.
This document summarizes a research paper on the role of communication in business. It discusses how poor communication can spread misinformation in businesses and hinder problem solving. Social learning theory is presented as a way to address communication issues by helping leaders and employees learn from each other through observational learning and relationship building. The paper argues that effective communication helps improve social cohesion among employees and encourages learning. It concludes that while communication plays an important role, conveying false information remains a problem, and further research is needed to authenticate information and ensure proper communication in businesses.
Organizational culture plays a vital role in encouraging innovation and creativity. It determines how employees solve problems, interact with customers, and treat each other. There are different types of organizational culture like hierarchy, market, clan, and adhocracy that emphasize factors such as stability/flexibility and internal/external focus. NIIT's culture focuses on quality, creativity, and customer satisfaction. It operates with task teams and emphasizes team culture and openness. NIIT has sustained its culture through induction, socialization, reinforcement, and concern for customers.
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COMMUNICATION AND ORGANIZATIONAL CULTURE IN THE COMPANY
1. II International Symposium Engineering Management and Competitiveness 2012 (EMC 2012)
June 22-23, 2012, Zrenjanin, Serbia
COMMUNICATION AND ORGANIZATIONAL CULTURE IN THE
COMPANY
Miloš Jovičić1,Goran Zarić2,Danijela Milovanović3
ABSTRACT
Organizational culture represents a more competitive edge in the factor market. Companies that
have a clearly defined culture, creating a positive image with customers and getting more profit.
Companies with significant organizational culture are more willing to tackle the biggest
challenges that arise in recent years due to the recession. Good communication between
employees and between managers enables easier decision making, delegation of tasks, as well as
conflict resolution, and thus contributes to building a positive climate business. Transfer of
Paragraph, beliefs, and rules of the organization is the basis for designing a strong organizational
culture. In this paper, we try to emphasize the importance of communication within the
organization to motivate workers to achieve better results and to reduce the level of their mutual
conflict.
Key words: communication, organizational culture , crisis, linking, image
1.Introduction
In times of crisis and recession, when many large companies experienced a decline of state governments
are struggling to preserve every job , management must more than ever to work on establishing the
organizational culture in companies. Organizational culture should be a means of integration between the
capital owners, top and middle management or all employees . But in a number of organizations and
especially in those who worked in the safe conditions (monopolies, state enterprises ...) is not developed
enough awareness of the need to adopt common: values, attitudes and beliefs that they are not framed in
the language , attitudes, symbols, management activities ...
The solution is quick and meaningful communication through vertical and horizontal structure of the
organization. This communication will contribute to the feeling of unity and solidarity, will enable the
transition of ideas for overcoming the current difficulties, the ability of firms to establish a flexible
business and further development in both the technical and technological terms, such personnel and
creatively in order to speed action to new challenges. The introduction of IT in business leads to verbal
communication is increasingly suppressed and social networks are at the same time can talk with several
1 M.Sc. PhD student University of Kragujevac, Kragujevac Faculty of Engineering Sciences; mail: milos.jovicic84
@ yahoo.com
2Directorate of Roads municipalities Vladimirci mail: zaric.goran5 @ gmail.com
3 TF .’’ M.Pupin” Zrenjanin student mail: milovanovic.danijela @ yahoo.co.uk
2. II International Symposium Engineering Management and Competitiveness 2012 (EMC 2012)
June 22-23, 2012, Zrenjanin, Serbia
colleagues, although there is a danger that this communication in working hours is not formal but it is for
absenteeism in the workplace and for spreading rumors about colleagues. It is necessary to establish the
norms of communication and direct them to raise a culture for the sake of survival in the market and
increase profits and satisfaction of all employees.
2. Factors that affect the corporate culture
At the organizational culture of work among the many factors which have an important role in the labor
relations group manager leadership style, feature of the organization as a management process that
egyistiraju in the organization. (Seifert Z. ‘’Organizacija poslovnih sistema”2006)
Figure 1. Factors that affect the corporate culture
As you can see a system of communication and communication itself is an important factor in building an
organizational culture and goal of our work is to know what constitutes successful communication in the
company to integrate it into their culture and are in business. Also from this diagram we can see the kind
of communication exist in the organization: communications managers to workers, then communication
between groups, the communication processes that take place (and the cooperation and conflicts are a
form of communication). We see that as well as the organizational culture and communication affect the
size, complexity and autonomy of the organization.
3. Communication management to employees
Communication in management actually has two important aspects (Sajfert Z.’’Preduzetništvo”2003)
Factors influencing
the culture of the
organization
The Working
Group
-advantage
-obstacles
-moral
-friendship
Leadership style of managers
-reservations
-emphasis on quantity of
production
-leniency
-,, Sticking your nose "at all
Management
processes
-reward system
-system
communication
- conflict /
cooperation
-tol. risk
Feature, the organization
-size
-complexity
-formalizovanost
-autonomy
3. II International Symposium Engineering Management and Competitiveness 2012 (EMC 2012)
June 22-23, 2012, Zrenjanin, Serbia
1. Communication is maintained through personal relationships,
2. Communicate effectively transmit messages.
Successful managers always have the time to listen to colleagues who are in their rank and supervisors and
subordinates. To be able to get the truth he must gain the trust of respondents and to let them know they
have a common interest. During the conversation should be natural and to put the interviewee know that
you respect his views. You do not need to have a fear of humans, or from what you say. It is necessary to
speak meaningfully and at his interlocutor that he could not understand us. When communicating you will
meet the specific profiles of people (Sajfert Z.'' Preduzetništvo "2003):
-'' thinkers " prefer to deal with facts and figures,
-'' intuitive " creative act and the idea,
-'' sensual " face action,
-'' emotional "driven by emotion.
From this we see that when forming the system of communication must take into account the psychology
of personality, a good tip is to first listen to the first part of the talks determine what type of personality
belongs to the respondent and consequently make conversation. Written communication should be
avoided in the company and use it only if you want to avoid personal contact, or if you need to make clear
that this is an action that should take. Also in this type of communication should have a concise and
effective. As for reading also apply the same rules as for writing. Of course, it is said to be a form of
communication will depend on the factors discussed above and in particular the style manager.
4. Communication between workers
Business is a complex process and people involved in it must be the nature of work to communicate with
each other. These people are usually categorized into specific groups to interact. These groups can be
classified into a small space, and inevitably must come sometimes to some disagreements. Each group
expects loyalty from its members and has developed reward systems or symbolic punishment for those
who do not respect the rules of the group. The reaction of certain information may be understood
differently by certain groups within the organization. The characteristics of the group (group culture)
makes their mentality. Groups can be formed at the workplace, according to years of service, gender,
marital status ... Each group has its own system of values, attitudes, interests and communication task is to
integrate all these features into a strong organizational culture. Of course the task of managers is that all
these groups the most appropriate way to convey the views of management and corporate objectives. It
just puts business people in different systems and structures. By the nature of the work staff manages a
group of people, others have a certain status and privilege that they have a certain prestige. A good system
of communication that everyone here should explain why these people deserve the prestige and so do not
let jealousy and unfounded jealousy affects the good climate in the organization which would be collapsed
and organizational culture. It should also be mentioned that in modern companies the process of moving
and going and going of workers is a common occurrence. There may be a problem that people should be
informed about the changes you need to take a narrow or a wide range of people, one must ask whether it
will bring i envy so badly affected by the organizational culture.
4. II International Symposium Engineering Management and Competitiveness 2012 (EMC 2012)
June 22-23, 2012, Zrenjanin, Serbia
5. Features of organizational culture that is transmitted communications
Elements of organizational culture to be transmitted through the entire company are:
-standards,
-philosophy of the compani (the dominant values, attitudes, beliefs),
-rules.
Values, attitudes and norms are invisible factors organozacione culture and visible parts of culture are in
fact only their outward manifestations. Here be transferred to employees: the company philosophy, the
maximum orientation to the customer, encouraging team spirit and innovation processes, management by
objectives, accepting the changes, the benefits of teamwork, joint problem solving, business ethics, which
are channels of communication, the status symbols of the company should work and efforts deserve. Also
in talks to mention the tradition and history of the organization. Examples from history that are positively
or negatively affect the organizational culture to recount and analyze how the errors would not be repeated
and positive examples should be emphasized as a desirable model. And in many rituals and ceremonies
there is communication among employees. At the ceremonies can always send a message about how to
shape the culture of the company.The symbols include organizational culture and language and jargon.
Various companies are different on them because they will be different for each activity they perform it.
We also determined the jargon can I have a special group within the company. In my opinion, to try out
the jargon of the business and negatively impact on the organizational culture, because sometimes if you
need to conduct a conversation between multiple groups can lead to difficulties in communicating.
Communication can be achieved in the organizational culture:
- giving its members a sense of belonging,
- establish loyalty among employees,
- social stability of the company,
- action orientation of employees.
Communication is also very important for the maintenance of organizational culture as it should provide a
well-developed sense of organizational culture is a beautiful working environment than areas where the
tense atmosphere and where it is in fear. Also it develops and spreads a sense of community, the need for
members, staff exchanges.
6.The importance of communication in changing the organizationalculture
Turbulent times in which we live, continuous progress of science and technology organization said the
constant changes. These changes apply not only to the change machine, human or organizational
structures, but also refers to the organizational culture. Sometimes and most improved crops must undergo
5. II International Symposium Engineering Management and Competitiveness 2012 (EMC 2012)
June 22-23, 2012, Zrenjanin, Serbia
occasional changes that would become monotonous and boring. Most of the factors influencing cultural
change in the external environment, as well as changes to their top people who were symbols of the
culture. The role of communication should be the transfer of the reasons for the change in an
understandable and acceptable manner. Communication should also neutralize and reduce resistance to
change, and to provide management information to the new situation affects the operation of the company.
Changes in organizational culture goes through several stages of determining the need for change through
the election method for implementing a change to a new culture. All these activities must be conducted in
coordination with a number of people inside and outside the company and is therefore very important to
good communication between all stakeholders. As an organization of people and do when and change
there must be adequate communication. There are two approaches that the first is the direct replacement of
those people and us in this work is not that interesting, and the other is an attempt to change the problem
of workers thinking and working. Talk about problems with employees can often lead to improvements in
them and it is almost always easier to adapt to the culture of individual companies rather than the opposite
which naturally depends on its position in the system.
7.Conclusion
The purpose of good communication in the company is informing employees about the tasks to be done,
ikonflikata resolve disagreements between them, coordination, stimulation and intervention. Also good
communication provides insight into the results of some decisions and reporting on the actions taken.
Communication is important for cross transmission of business objectives throughout the organization.
There are two types of first communication for performing operational tasks and those that transmit a
political message. For us the important policy of the establishment, development, operation and
organizational culture It is formed the image of companies that increasingly determines successful from
unsuccessful companies. It is easier to achieve goals if we know that the organization has stable and
positive culture of a course busin climate ess partners and customers more respected companies that have
a clearly defined organizational climate. In order to achieve all the above organizations should be
developed and recognized system of communication as a factor affecting the establishment and nurturing
of the organizational culture.
8. REFERENCES
Sajfert,Z. (2008) ‘’Organizacija poslovnih sistema” TF.’’M.Pupin” Zrenjanin
Sajfert,Z. (2003) ‘’Preduzetništvo” TF.’’M.Pupin” Zrenjanin