Corporate culture and values
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This document discusses organizational culture and values. It defines organizational culture as the shared values, norms, beliefs, and understandings of members. Culture provides identity and commitment to larger beliefs. It emerges to enable internal integration through collective identity and knowing how to work together, and external integration by meeting goals and dealing with outsiders. Culture is interpreted through rites, stories, symbols, structures, power relationships, and control systems. Managers want a culture reinforcing strategy and design to be effective in the environment. Different culture types - adaptability, mission, clan, and bureaucratic - suit different environments. Strong, unified cultures often encourage learning, risk-taking, and improvement. Ethics and social responsibility sources and managerial principles are discussed
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Organizational culture is defined as shared perceptions held by members of an organization and can include subcultures within departments. Origins of culture include founders' values, the external environment, and the nature of work. Typical American culture is quick decision-making, individual contribution linked to goals, focus on ROI, and work-life balance. Typical Japanese culture emphasizes consensus decision-making, group contribution, process over just ROI, and priority of work over personal life. Theory Z proposes long-term employment, consensus decision-making, individual recognition, and holistic employee concern can improve performance. Culture is communicated through stories, rituals, symbols, values, and assumptions and shapes acceptable behavior and decision-making.
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How succinctly do your actions, strategies and communications depict your intended corporate culture? How clear are your mission, vision and values? Are all members of your organization acting in accordance with your values? Do you monitor the impact your culture is having on your employees, customers and potential customers?
Your corporate culture is the foundation of your company - the message of who you are, what you stand for and what makes you unique from your competitors. Because of its significance, it is vital that your culture impacts its audience as intended.
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- The importance of having a codified corporate culture;
- The significance of having business strategies that supports your corporate culture;
- The difference between an authentic culture and a marketing-based culture;
- How your corporate culture is perceived by others;
- The "unsaid rules" in your organization that are really formulating your corporate culture.
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It is a partial presentation of topic Organizational Culture taken from the book Organizational Behavior.
culture in organisation
Organizational culture refers to the collective behaviors, beliefs, and values of people in an organization. It includes an organization's expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with others, and future expectations. It is communicated through the organization's language, traditions, stories, and norms, and impacts how people and groups interact and perform their work. A positive organizational culture that emphasizes employee strengths, rewards more than punishes, and focuses on vitality and growth can boost employee performance.
Orgnizational culture
Organization culture refers to shared meanings and understandings within an organization that distinguish it from other organizations. There are seven common elements of organizational culture including innovation, stability, attention to detail, outcome orientation, people orientation, team orientation, and aggressiveness. Culture defines boundaries, provides identity, facilitates commitment, acts as social glue, and serves as a sense-making mechanism. Strong cultures can act as barriers to change, diversity, and mergers. Culture is created through hiring, socialization, and role modeling of founders and later develops through selection, leadership behavior, and further socialization.
6. Organizational Culture
Organizational Culture- Meaning, Characteristics of Organizational Culture, Types of Organizational Culture, Clan Culture –, Adhocracy Culture, Market Culture, Hierarchy Culture, Functions of Organizational Culture, Boundary-defining role, Barriers of Organizational Culture - Barrier to Change, Barrier to Diversity, Barrier to Acquisition & Merger, Creating and Maintaining Effective Culture
Creating and maintaining that organizational characteristics
The document discusses organizational culture, describing its key characteristics and how it affects an organization. It outlines 7 characteristics of culture, how employees learn and are influenced by culture, and how culture constrains managerial decision making. Strong, clearly defined cultures that are widely shared can foster higher commitment and performance. Factors like size, age, and original founding influence culture strength. The document concludes with how top management, selection, and socialization help establish and maintain an organization's culture over time.
Project
This document summarizes the organizational culture of C.L. Gupta Ltd, an export firm located in Moradabad, India. It discusses how organizational culture is defined by the shared behaviors, values, and beliefs of employees. A strong organizational culture with values aligned across the employees helps a company achieve its goals more productively. The success of C.L. Gupta Ltd is attributed to carefully selecting employees that match the company's culture and reinforcing shared values through various efforts.
Sargado, Jenny (Management 1)
Define organizational Culture and explain how managers both create and are influenced by organizational culture.
Organization development
Organizational Development: Organizational Change and Culture Environment
Organization Culture and climate
Change model
Organizational Culture
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.
Organization Culture by SAG
This presentation breifly explains the importance and other features of Organisation Culture and its uses.
Factors shaping organizational culture
Organizational culture is shaped by several key factors, including founders and owners, goals and values, management style, history and traditions. Culture is created and sustained through employee selection, socialization, and top management actions which establish norms. Values represent guiding principles and drive strategic planning by defining what is right and wrong for an organization. A strong organizational culture can enhance performance and satisfaction by providing clarity around problem-solving and channeling desired behaviors.
Organizational Culture & Environments
Organizational culture and environment are important concepts for managers to understand. Organizational culture refers to the shared attitudes, values, behavioral norms and expectations of organizational members. It provides members with a sense of identity and influences managerial decisions around planning, organizing, leading and controlling. A strong culture with widely held values improves employee commitment and performance. The external environment also influences managers and includes forces outside the organization like competitors, customers and economic conditions. Understanding both culture and environment is key for managers to effectively lead their organizations.
Organization culture.ppt
Organizational culture refers to the shared values, beliefs, and assumptions that guide how employees should behave within an organization. It is shaped by artifacts like language and stories, as well as deeper levels like beliefs and assumptions. Culture can be functional when it provides social cohesion and guides employee behavior, but dysfunctional when it impedes change or diversity. Employees learn the culture through socialization and it is reinforced by top management, selection criteria, and rewards. Leaders must understand their organization's culture to effectively manage employees.
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Organizational Culture Dynamics (Organizational Management)
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Creating and maintaining that organizational characteristics
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Corporate culture and values
- 1. CORPORATE CULTURE AND VALUES Understanding the Theory and Design Design of Organizations
- 2. Organization Culture What is culture? Theset of values, norms, guiding beliefs, and understanding that is shared by members of organization
- 4. Organization Culture Emergence and Purpose of Culture Provide people with a sense of organizational identity and generates in them a commitment to beliefs and values that are larger than themselves Internal Integration Members develop a collective identity Know how to work effectively External Integration How the organization meet goals and deals with outsiders
- 5. Organization Culture Interpreting Culture Rites and ceremonies Stories and myths Symbols Organization structures Power relationship Control Systems
- 6. Organization Design and Culture Managers want a corporate culture that reinforces the strategy & structural design The organizational needs to be effective within environment
- 7. Organization Design and Culture The Adaptability Culture Characterized by strategic focus on the external environment through flexibility and change to meet customer needs The Mission Culture Characterized by emphasis on a clear vision of the organization’s purpose and achievement goals The Clan Culture An important value is taking care of the employees and making sure they have whatever they need to help them satisfied as well as productive The Bureaucratic Culture Has an internal focus and consistency orientation for a stable environment
- 8. Organization Design and Culture Culture Strength and Organizational Subcultures Culture strength refers to the degree of agreement among member of an organization about the importance of specific values Subulture develop to reflect the commong problems, goals, and experiences that members of a team share
- 9. Organizational Culture, Learning, and Performance Strong adaptive culture often incorporate : The whole is more important that the parts Equality and trust are primary values The culture encourages risk taking, change, and improvement
- 10. Ethical Values and Social Responsibility Sources of Individual Ethical Principles Ethicsrefers to the code of moral principles and values that governs the behaviors of a person of group with respect to what is right and wrong Managerial Ethics Principles that guide the decisions and behaviors of managers with regard to whether they are right or wrong
- 12. Ethical Values and Social Responsibility Corporate Social Responsibility ( CSR ) An extension of the idea of managerial ethics and refers to management’s obligation to make choices and take action so that the organization contributes to the welfare and interest of all organizational stakeholders
- 13. How Leaders Shape Culture and Ethics Value-Based Leadership A relationship beteween a leader and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leader.