Organizational culture refers to the shared assumptions, values and beliefs that govern how employees behave within an organization. These shared values have a strong influence on employee behavior and dictate how they dress, act and perform their jobs. Every organization develops a unique culture that provides guidelines for member behavior.
Edgar Schein's model of organizational culture identifies three levels - artifacts (visible behaviors and attributes), espoused values, and basic underlying assumptions. Understanding culture at the deepest, underlying assumption level can help explain paradoxical behaviors and the difficulty of cultural change within organizations. Adaptive cultures that pay attention to customers and initiate change perform better than unadaptive cultures. Maintaining a cooperative culture where members share values and perform assigned tasks is
An origination is the outcome of the desire of a group of co-activists of a given calling to organize their group activity effectively and profitably. Given that an organization needs a hierarchy to function, and, indeed, to exist, the group seeks to create one for it. The hierarchy, then, comes into being by the process of election, selection, and / or both for the ostensible purpose of promoting the interests of the group to which it owes its existence.
Human nature being what it is, each member of the group, though working for the group interests at large, seeks to promote or at least protect his individual interests, within the group, as he perceives them. It is this compulsion that influences the nature and quality of the hierarchy. As can be expected in such a background, the leadership naturally passes on to those individuals who generally seem to represent the common interests of the group. This is essentially a status-quo approach to leadership selection, which severely restricts the elevation of capable and competent people to leadership positions. Generally, the group dynamics favor either mediocre people with a pliable image, or those with a commitment for self-promotion.
organisational culture and organisational climate pay an important role in any educational institution. organisational culture is different from organisational climate. each of this play an important role in different ways.
Factors influencing Organizational Behaviour/Key elements of OB, The Perception process, Perceptual Mechanism, Perceptual Organization, Perceptual Interpretation. BBA NOTES, OB NOTES
Growth of OD in global settings - OD process - Organizational Change and De...manumelwin
The rapid development of foreign economies.
The increasing worldwide availability of technical and financial resources.
The emergence of a global economy.
An origination is the outcome of the desire of a group of co-activists of a given calling to organize their group activity effectively and profitably. Given that an organization needs a hierarchy to function, and, indeed, to exist, the group seeks to create one for it. The hierarchy, then, comes into being by the process of election, selection, and / or both for the ostensible purpose of promoting the interests of the group to which it owes its existence.
Human nature being what it is, each member of the group, though working for the group interests at large, seeks to promote or at least protect his individual interests, within the group, as he perceives them. It is this compulsion that influences the nature and quality of the hierarchy. As can be expected in such a background, the leadership naturally passes on to those individuals who generally seem to represent the common interests of the group. This is essentially a status-quo approach to leadership selection, which severely restricts the elevation of capable and competent people to leadership positions. Generally, the group dynamics favor either mediocre people with a pliable image, or those with a commitment for self-promotion.
organisational culture and organisational climate pay an important role in any educational institution. organisational culture is different from organisational climate. each of this play an important role in different ways.
Factors influencing Organizational Behaviour/Key elements of OB, The Perception process, Perceptual Mechanism, Perceptual Organization, Perceptual Interpretation. BBA NOTES, OB NOTES
Growth of OD in global settings - OD process - Organizational Change and De...manumelwin
The rapid development of foreign economies.
The increasing worldwide availability of technical and financial resources.
The emergence of a global economy.
In every organization there is a talk about organizational culture, that mysterious word that characterizes the qualities of a work environment. One of the key questions and assessments, when employers interview a prospective employee, explores whether the candidate is a good cultural fit. Culture is difficult to define, but you generally know when you have found an employee who appears to fit your culture. He just feels right.
Organisational culture as a Determinant of organisational developmentinventionjournals
International Journal of Engineering and Science Invention (IJESI) is an international journal intended for professionals and researchers in all fields of computer science and electronics. IJESI publishes research articles and reviews within the whole field Engineering Science and Technology, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
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.
1. ORGANIZATIONAL CULTURE
Sherry Ann Soboy
Organizational culture is a system of shared assumptions, values, and beliefs, which
governs how people behave in organizations. These shared values have a strong influence on the
people in the organization and dictate how they dress, act, and perform their jobs. Every
organization develops and maintains a unique culture, which provides guidelines and boundaries for
the behavior of the members of the organization.
According to Edgar Schein (1992), culture is the most difficult organizational attribute
to change, outlasting organizational products, services, founders and leadership and all other
physical attributes of the organization. His organizational model illuminates culture from the
standpoint of the observer, described at three levels: artifacts, espoused values and basic underlying
assumptions. At the first and most cursory level of Schein's model is organizational attributes that
can be seen, felt and heard by the uninitiated observer – collectively known as artifacts. Included are
the facilities, offices, furnishings, visible awards and recognition, the way that its members dress,
how each person visibly interacts with each other and with organizational outsiders, and even
company slogans, mission statements and other operational creeds. Artifacts comprise the physical
components of the organization that relay cultural meaning. Daniel Denison (1990) describes
artifacts as the tangible aspects of culture shared by members of an organization. Verbal, behavioral
and physical artifacts are the surface manifestations of organizational culture. Rituals, the collective
interpersonal behavior and values as demonstrated by that behavior, constitute the fabric of an
organization's culture. The contents of myths, stories, and sagas reveal the history of an
organization and influence how people understand what their organization values and believe .
Language, stories, and myths are examples of verbal artifacts and are represented in rituals and
ceremonies. Technology and art exhibited by members of an organization are examples of physical
artifacts. The next level deals with the professed culture of an organization's members – the values.
Shared values are individuals' preferences regarding certain aspects of the organization' s culture
(e.g. loyalty, customer service). At this level, local and personal values are widely expressed within
the organization. Basic beliefs and assumptions include individuals' impressions about the
trustworthiness and supportiveness of an organization, and are often deeply ingrained within the
organization's culture. Organizational behavior at this level usually can be studied by interviewing the
organization's membership and using questionnaires to gather attitudes about organizational
membership. At the third and deepest level, the organization's tacit assumptions are found. These
are the elements of culture that are unseen and not cognitively identified in everyday interactions
between organizational members. Additionally, these are the elements of culture which are often
taboo to discuss inside the organization. Many of these 'unspoken rules' exist without the conscious
knowledge of the membership. Those with sufficient experience to understand this deepest level of
organizational culture usually become acclimatized to its attributes over time, thus reinforcing the
invisibility of their existence. Surveys and casual interviews with organizational members cannot
draw out these attributes—rather much more in-depth means is required to first identify then
understand organizational culture at this level. Notably, culture at this level is the underlying and
driving element often missed by organizational behaviorists. Using Schein's model, understanding
paradoxical organizational behaviors becomes more apparent. For instance, an organization can
profess highly aesthetic and moral standards at the second level of Schein's model while
simultaneously displaying curiously opposing behavior at the third and deepest level of culture.
Superficially, organizational rewards can imply one organizational norm but at the deepest level
imply something completely different. This insight offers an understanding of the difficulty that
organizational newcomers have in assimilating organizational culture and why it takes time to
become acclimatized. It also explains why organizational change agents usually fail to achieve their
2. goals: underlying tacit cultural norms are generally not understood before would-be change agents
begin their actions. Merely understanding culture at the deepest level may be insufficient to institute
cultural change because the dynamics of interpersonal relationships (often under threatening
conditions) are added to the dynamics of organizational culture while attempts are made to institute
desired change. As I read the organizational culture by Edgar Schein, I agree that the culture is the
most difficult organizational attribute to change because of what our beliefs in our traditional culture
and it is our norms to be pursue of what and where I belong as an organization.
According to Adam Grant, author of the book Give and Take distinguishes
organizational cultures into giver, taker and matcher cultures according to their norms of reciprocity.
In a giver culture, employees operate by "helping others, sharing knowledge, offering mentoring, and
making connections without expecting anything in return", whereas in a taker culture "the norm is to
get as much as possible from others while contributing less in return" and winners are those who
take the most and are able to build their power at the expense of others. The majority of
organizations are mid-way, with a matcher culture, in which the norm is to match giving with taking,
and favors are mostly traded in closed loops. In a study by Harvard researchers on units of the US
intelligence system, a giver culture turned out to be the strongest predictor of group effectiveness.
As Grant points out, Robert H. Frank argues that "many organizations are essentially winner-take-all
markets, dominated by zero-sum competitions for rewards and promotions". In particular, when
leaders implement forced ranking systems to reward individual performance, the organizational
culture tends to change, with a giver culture giving way to a taker or matcher culture. Also awarding
the highest-performing individual within each team encourages a taker culture. As what I’ve
understand in distinguishing organizational culture, it’s better to give than to receive. And for the
giver culture, I can relate in that kind of attitude because of what I’ve experience in our traditional
culture as one of those Indigenous people in the world.
According to Kotter and Heskett (1992), organizations with adaptive cultures
perform much better than organizations with unadaptive cultures. An adaptive culture
translates into organizational success; it is characterized by managers paying close
attention to all of their constituencies, especially customers, initiating change when
needed, and taking risks. An unadaptive culture can significantly reduce a firm's
effectiveness, disabling the firm from pursuing all its competitive/operational options.
Healthy companies are able to deal with employees’ concerns about the well-being of
the organization internally, before the employees would even feel they needed to raise
the issues externally. It is for this reason that whistle blowing, particularly when it results
in serious damage to a company’s reputation, is considered to be often a sign of a
chronically dysfunctional corporate culture. As what I’ve learned, adaptive culture refers
to the process and time it takes a person to assimilate to a new culture. And it is not
always an easy transition.
Generally, organizational culture is all about values and beliefs of people in a
particular organization. This is how people perform of what behavior we have in a
group. And being a member of an organization, everyone should pay attention and
cooperate for the assign task to have a maintain and unique culture.