Mind map - Culture
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Organizational culture refers to the shared beliefs, values, norms, and behaviors that characterize an organization. It develops over time as an organization learns to cope with external and internal challenges. A strong organizational culture is one where core values are widely shared and intensely held by most members of the organization. Maintaining a strong culture helps provide consistency, identity, commitment, and stability for an organization.
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This document discusses organizational culture and ethics. It begins by defining organizational culture and explaining how it is developed and transmitted through shared beliefs, assumptions, values and norms. It also discusses how employees learn the organizational culture through stories, rituals, material symbols and language. The document then covers different types of organizational culture like bureaucratic, clan, market and entrepreneurial. It also discusses the concepts of core values, dominant culture and subcultures within organizations. The document concludes by discussing the importance of ethics in organizations and frameworks for ethical decision making like utilitarianism and deontology.
tjneworg ethics in org.-210128100842.pdf
This document discusses organizational culture and ethics. It begins by defining organizational culture and explaining how it is developed and transmitted through shared beliefs, assumptions, values and norms. It also discusses how employees learn the organizational culture through stories, rituals, material symbols and language. The document then covers different types of organizational culture like bureaucratic, clan, market and entrepreneurial. It also discusses the concepts of core values, dominant culture and subcultures within organizations. The document concludes by discussing the importance of ethics in organizations and frameworks for ethical decision making like utilitarianism and deontology.
organization culture
This document discusses organizational culture and provides definitions and concepts related to culture. It defines culture as shared beliefs, values, and norms of a group. It discusses Edgar Schein's definition of organizational culture as basic assumptions learned by a group to solve problems. There are three main levels of culture - artifacts and behaviors, values, and underlying assumptions. Understanding organizational culture is useful for managers to predict responses and assess challenges. Strategic and culture change may be needed when the future arrives. Culture can be a powerful tool for managers to achieve goals and ensure consistent decision making. Subcultures can form within larger organizations. Evaluating culture is important for mergers and acquisitions when acquiring intangible assets like processes and business models.
Business Ethics 07
Courseware from the course on Business Ethics that I taught at St. Joseph\'s College of Business Administration in 2009
Group behaviour n dynamics
Group behavior refers to how people act in groups. People join groups for reasons like companionship, survival, status, power, or achievement. An effective group is productive, has good attendance, satisfied members, and a positive attitude. It also ensures members' well-being, opportunities for learning, and retention of human resources. Group dynamics examines how groups form and function through member interactions. An effective team accomplishes its goals, has interdependent members who share responsibility, and views itself as a unit of an organization. Key factors for effective team building include clear expectations, commitment, competence, control, collaboration, communication, creativity, and coordination.
Organizational development
OD- Organizational Development
History, Components, Characteristics, Objectives, Assumptions & Values
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Value system, team, group work in Professional Practices
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Mind map - Culture
- 1. The general pattern of behavior, shared beliefs and values that members of an organization have in common. (KeithDavis) A pattern of basic assumptions – invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptationand internal integration Observed behavior Regularities Norms Dominant Values Philosophy Rules OrganizationalClimates A dominant culture is a set of values shared by a majorityof the organization’s members. A sub culture is a set of values shared by a minority of the organization’s members A strong culture is one where the core values are widely shared and intensely held. Sharedness: The degree to which organizationalmembers have the same core values. Intensity: The degree of commitment of the organizational members to the core values. •Createsdistinctionsbetween one organization and others •Conveys sense of identity for organizationmembers •Facilitatesthe generation of commitment •Enhancessocial system stability •Serves as a sense-making and control mechanism •Provides a sense of security to employees •Ensuresthat everyone in the organizationis pointed in the same direction •Increasesthe consistencyof employee behavior •Ensuresthat everyone in the organizationis pointed in the same direction •Increasesthe consistencyof employee behavior •Establishingformal statement of organizationalphilosophy •Establishingcriteria for recruitment and selectionof new staff •Ensuringappropriate orientation and socializationfor new recruits •Ensuringthat training and developments programs are integrated with company vision mission and values •Establishingcriteria for measuring and rewarding performance •Adoptingrites and rituals and reinforcing folklore •Designingstructure •Designingphysical attributes •Being a role model DysfunctionalAspectsOfCulture Acts as a barrier to change Act as a barrier to workforce diversity Act as a barrier to mergers and acquisitions Culture