Organization change and development culture and climatic factors
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The document discusses how organizational culture and climate can be affected by various internal and external factors. It outlines several factors that influence organizational culture, such as the individual employees, gender makeup of employees, nature of the business, management style, clients, and external parties. The document also defines organizational climate as how employees experience the organizational culture and lists several dimensions that can shape organizational climate, including structure, individual responsibility, rewards, risk-taking, warmth/support, and tolerance of conflict.
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In any organization if they want to get best production and retain their employees, they have to
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The document discusses key topics in human resource management including gaining competitive advantage through people, the impact of globalization and technology, managing change, developing human capital, responding to market pressures, containing costs, and addressing demographic and employee concerns. It outlines objectives for understanding how these factors influence HR strategies and the roles and competencies of today's HR managers.
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Lussier, R.N., & Achua, C.F. (2013). Leadership Theory, appli.docx
Lussier, R.N., & Achua, C.F. (2013). Leadership: Theory, application& skill development
(5th ed.). Mason, OH: South-Western.
The Power of Culture
An organization’s culture determines the way that it responds to changes in its external and
internal environments. The response to changes in the external environment such as emerging
opportunities and threats are reflected in the organization’s vision, mission, objectives, and core
strategies. The response to internal matters such as how power and status are determined, how
resources are allocated, membership criteria, or how leaders and followers relate and interact
with each other, is reflected in the organization’s policies, procedures, and principles.
Organizational performance is enhanced when strategy, structure, and capabilities are aligned to
culture.15 Experts and scholars on organizational culture have long maintained that culture serves
two important functions in organizations: (1) it creates internal unity, and (2) it helps the
organization adapt to the external environment.16
Internal Unity
Organizational culture defines a normative order that serves as a source of consistent behavior
inside an organization. To the extent that culture provides organizational members with a way of
making sense of their daily lives and establishes guidelines and rules for how to behave, it is a
social control mechanism. A supportive culture provides a system of informal rules and peer
pressures, which can be very powerful in influencing behavior, thus affecting organizational
performance.17 A strong culture provides a value system that regulates behavior and promotes
strong employee identification with the organization’s vision, mission, goals, and strategy.
Culturally approved behavior thrives and is rewarded, while culturally disapproved behavior is
discouraged and even punished. Culture offers a shared understanding about the identity of an
organization. The right culture can make employees feel that they are valued participants and, as
such, 359360become self-motivated to take on the challenge of realizing the organization’s
mission and work together as a team. It can transform an organization’s workforce into a source
of creativity and innovative solutions.
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Culture determines how the organization responds to changes in its external environment.
Depending on the volatility in the business environment, some changes are significant enough to
force members to question aspects of their organization’s identity and purpose. Culture plays a
role in informing and supporting sense-making or meaning when external changes are severe
enough to force members to re-evaluate aspects of their organizational identity and purpose.
Having the right culture can ensure that an organization responds quickly to rapidly changing
customer needs or the actions of a competitor. For example, if the competitive environment
requires a strategy of superior customer serv ...
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provide best organization culture to their employees. That culture should be satisfied by the employees to retain
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Introduction to organizational behavior (OB)
This document provides an overview of an Organizational Behavior course. It discusses the course units, major topics covered, and disciplines that contribute to OB like psychology and sociology. It also summarizes key OB concepts like the three levels of analysis in the course's OB model, organizational citizenship behavior, commitment, and counterproductive work behaviors. Additionally, it outlines challenges and opportunities for applying OB concepts, discusses diversity and managing it effectively, and defines workplace spirituality.
Running head ETHICAL ISSUES 1ETHICAL ISSUES 7.docx
Running head: ETHICAL ISSUES 1
ETHICAL ISSUES 7
Ethical Issues
OL-7005B Ethical Leadership
Dr. Banerjee
17 May 2020
Ethical Issues
The ethical stand of an organization determines its conduct and policies. Ethical issues are either known as the business ethics or corporate ethics. Ethical values apply to all aspects that determine the conduct of the organization and the way the management and employees in the organization relate to each other. The field of organizational ethics can either be descriptive or normative. The quantity and range of ethical issues in an organization reflect the degree to which the working of the firm is perceived to be at odds with non-economic social values. Organizational ethics emphasize on the commitment of the organization in promoting non-economic social values. They are interlinked to the ethics of the individuals who work in the organization, the customers who buy goods or services from the company, as well as the general society.
The concept of organizational ethics is not a phenomenon that emerged recently. Ethical codes have been in use for centuries and have been evolving with the development of human civilization. Ethics normally deals with the right actions of organizations and individuals. Beginning in the 1980s, organizations started declaring their ethical stands with an aim of distancing themselves from the corporate scandals that used to happen at the time (Koehn, 2017). With time, the concept of organizational ethics has been interpreted differently by different people. However, the concept generally involves knowing what is right and what is wrong in the workplace and ensuring that individuals do what is right regarding the products or services that the company deals with and regarding their relationships with stakeholders. Paying attention to organizational ethics is crucial, especially during periods of fundamental change (Nuseir & Ghandour, 2019). During times of fundamental change, values that may have been previously taken for granted may now be strongly questioned. Many of these values get abandoned.
The company that I would love to work for is Chipotle Mexican Grill, simply known as Chipotle. This is a company that deals with the development and operation of fast-food restaurants that make fresh Mexican foods throughout the US. Examples of foods that the restaurant chain makes are tacos, burritos, salads, and burrito bowls (Abutalibov, Mammadov & Guliyev, 2017). These foods are prepared using classic methods of cooking. Steve Ells founded this restaurant chain in 1993, with its headquarters in Newport Beach, CA.
Chipotle is a company based on ethical values and integrity. Specifically, the company places a greater emphasis on the values of being real and honest. This implies that employees are expected to always do what is right, even in times when no one is watching them. These values determine the way everyone in the organization does or does not d.
Minor project Report " A role of culture on HRM"
Organizational culture refers to the shared beliefs, values, and behaviors that characterize an organization. An organization's culture is shaped by its history, leaders, and approaches to challenges. The document discusses how organizational culture influences human resource management (HRM) practices like recruitment, training, and performance management. It also notes that some scholars believe culture drives HRM practices, while others believe HRM practices shape organizational culture. Effective HRM involves understanding and aligning practices with an organization's unique culture.
Organizational Culture
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 is organizational citizenship behavior (autosaved)
Organizational Citizenship Behavior (OCB) refers to discretionary behaviors by employees that are not required as part of their job but benefit the organization. These behaviors include altruism, courtesy, sportsmanship, conscientiousness, and civic virtue. Research found OCB to be positively related across manufacturing, banking, and IT organizations and that strengthening organizational culture can foster OCB. Perceptions of job insecurity may encourage behaviors intended to appear beneficial to the organization but that could be unethical. HR managers should be aware of this risk for employees feeling insecure.
creating and maintaining organization culuter
This document describes organizational culture and how it is created and maintained. It defines organizational culture as shared values and norms that control member interactions and distinguish an organization. Characteristics like innovation, detail orientation, and aggressiveness shape culture. Strong cultures have intensely held, clearly shared values. Culture is created by founders hiring like-minded people and socializing new employees. It is maintained through selection of cultural fits, actions of top management modeling culture, and onboarding that socializes new employees to the culture. An organization's ethical culture influences member decision-making and is shaped by factors like leadership and policies.
Organization culture
Organizational culture is defined as a system of shared meanings held by members that distinguishes an organization. It is shaped by values and behaviors that influence how employees act. There are dominant and sub-cultures within organizations. Culture is created through strategic values determined by management that guide employee actions and behavior. Culture is maintained through employee selection and socialization processes like storytelling that reinforce core values. Organizational change challenges the existing culture and can lead to resistance, so managers must understand reasons for resistance and involve employees in the planning process to successfully implement changes.
59185 09p
This document discusses how leaders can create an ethical organizational climate. It states that leaders are largely responsible for the ethical behaviors of their organizations as they act as ethics officers who set an example through their own conduct. Unethical leaders fail to live up to ethical values and priorities. The document also discusses five types of ethical climates identified by researchers and signs of a healthy ethical climate such as humility, zero tolerance for destructive behaviors, integrity, justice, trust, focus on process, and structural reinforcement.
59185 09p
This document discusses how leaders can create an ethical organizational climate. It states that leaders are largely responsible for the ethical behaviors of their organizations as they act as ethics officers who set an example through their own conduct. Unethical leaders fail to live up to ethical values and priorities. The document also discusses how ethical climates can be classified and outlines some key markers of highly ethical organizations, including humility, zero tolerance for destructive behaviors, integrity, justice, trust, focus on process, and structural reinforcement.
HRM_Environment (1).pptx
The HRM environment consists of external factors like the social, technological, economic, political, and demographic landscape as well as internal factors within the organization such as its structure, culture, HR systems, and policies. Analyzing this environment helps organizations take a proactive rather than reactive approach to ensure survival. Externally, factors such as the social norms and values, technological advances, economic conditions, political laws and regulations, and demographic shifts can impact HR practices. Internally, the organizational structure, culture, internal policies, and professional bodies that regulate HR functions also influence HRM.
organizational behaviour
The document discusses organizational culture, socialization, and mentoring. It defines organizational culture as the shared meanings and values that distinguish one organization from others. There are typically dominant and subcultures within organizations. Socialization is important for adapting new employees to the organizational culture and involves three stages - pre-arrival, encounter, and metamorphosis. Employees learn the culture through rituals, stories, symbols, and language. A strong, ethical culture can positively influence employee behavior.
Methods of increasing industrial morale
This document discusses employee morale and its importance in organizations. It defines morale as the overall attitude and willingness of employees to work. High morale is characterized by adaptability, belongingness, and common goals, while low morale shows in absenteeism, tardiness, and lack of work pride. The document then lists 12 methods to improve morale, such as two-way communication, proper incentives, job security, and grievance resolution. It emphasizes that morale is influenced by many social and workplace factors and must be actively managed by organizations to maximize productivity and success.
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Lussier, R.N., & Achua, C.F. (2013). Leadership Theory, appli.docx
Lussier, R.N., & Achua, C.F. (2013). Leadership Theory, appli.docx
A Study on Employees Opinion on Organization Culture and Factors Influencing ...
A Study on Employees Opinion on Organization Culture and Factors Influencing ...
Running head ETHICAL ISSUES 1ETHICAL ISSUES 7.docx
Running head ETHICAL ISSUES 1ETHICAL ISSUES 7.docx
What is organizational citizenship behavior (autosaved)
What is organizational citizenship behavior (autosaved)
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5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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Organization change and development culture and climatic factors
- 1. cultural and climatic factors affected by change Prepared by Geethu prakash S3 MBA
- 2. Culture Culture represents the beliefs, ideologies, policies, practices of an organization. It gives the employees a sense of direction and also controls the way they behave with each other. The work culture brings all the employees on a common platform and unites them at the workplace.
- 3. Factors Affecting Organization Culture INDIVIDUAL WORKING WITH THE ORGANIZATION The employees in their own way contribute to the culture of the workplace. The attitudes, mentalities, interests, perception and even the thought process of the employees affect the organization culture.
- 4. THE GENDER OF THE EMPLOYEE Organizations where male employees dominate the female counterparts follow a culture where late sitting is a normal feature. The male employees are more aggressive than the females who instead would be caring and softhearted.
- 5. THE NATURE OF THE BUSINESS Stock broking industries, financial services, banking industry are all dependent on external factors like demand and supply, earning per share and so on. When the market crashes, these industries have no other option than to terminate the employees and eventually affect the culture of the place. Market fluctuations lead to unrest, tensions and severely demotivate the individuals. The management also feels helpless when circumstances can be controlled by none. Individuals are unsure about their career as well as growth in such organizations.
- 6. THE CULTURE OF THE ORGANIZATION The strategies and procedures designed to achieve the targets of the organization also contribute to its culture. THE CLIENTS AND THE EXTERNAL PARTIES Organizations catering to UK and US Clients have no other option but to work in shifts to match their timings, thus forming the culture
- 7. THE MANAGEMENT AND ITS STYLE OF HANDLING THE EMPLOYEES There are certain organizations where the management allows the employees to take their own decisions and let them participate in strategy making. In such a culture, employees get attached to their management and look forward to a long term association with the organization. The management must respect the employees to avoid a culture where the employees just work for money and nothing else.
- 8. organizational climate We define organizational climate as how members of an organization experience the culture of an organization The climate of an organization is subject to change frequently and can be shaped by the upper management of an organization. Organizational climate is much easier to experience and measure than organizational culture and also much easier to change
- 10. Litwin and Stringer have included six factors which affect organisational climate. These factors are: (i) Organisational Structure: Perceptions of the extent of organisational constraints, rules, regulations, red tape. (ii) Individual Responsibility: Feeling of autonomy of being one’s own boss. (iii) Rewards: Feelings related to being confident of adequate and appropriate rewards.
- 11. (iv) Risk and Risk Taking: Perceptions of the degree of challenge and risk in the work situation, (v) Warmth and Support: Feeling of general good fellowship and helpfulness prevailing in the work setting. (vi) Tolerance and Conflict: Degree of confidence that the climate can tolerate, differing opinions.
- 12. Schneider and Barlett give a broader and systematic study of climate dimensions. They include the following factors: (i) Management Support, (ii) Management Structure. (iii) Concern for new employees (iv) Inter-agency conflict, (v) Agent dependence and (vi) General Satisfaction