The document discusses organizational culture in sports. It defines organizational culture as the set of shared values, beliefs, and standards of behavior within a group. For sports teams specifically, the strong bonds between teammates and shared determination to win contribute to a unique team culture. Successful teams often have strong, unified cultures. The document then examines the different levels of organizational culture, including observable artifacts, espoused values, enacted values, and basic underlying assumptions. It notes that culture is passed from veterans to newcomers and influences member behavior.
Introduction of organizational culture
Definition of organizational culture
Characteristics of organizational culture
Types of organizational culture
Importance of organizational culture
Strong vs Weak culture
Functions of organizational culture
Creating an ethical organizational culture
How employees can learn Organizational culture
Introduction of organizational culture
Definition of organizational culture
Characteristics of organizational culture
Types of organizational culture
Importance of organizational culture
Strong vs Weak culture
Functions of organizational culture
Creating an ethical organizational culture
How employees can learn Organizational culture
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Do Organizations Have Uniform Cultures?
What Is Organizational Culture? (cont’d)
What Do Cultures Do?
How Culture Begins?
Keeping Culture Alive
Stages in the Socialization Process
How Employees Learn Culture
Creating An Ethical Organizational Culture
Creating a Customer-Responsive Culture..
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Do Organizations Have Uniform Cultures?
What Is Organizational Culture? (cont’d)
What Do Cultures Do?
How Culture Begins?
Keeping Culture Alive
Stages in the Socialization Process
How Employees Learn Culture
Creating An Ethical Organizational Culture
Creating a Customer-Responsive Culture..
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Organizational Culture Best Powerpoint.pptxbisratdebelu1
After studying this chapter, you should be able to:
Define organizational culture and describe its common characteristics.
Compare the functional and dysfunctional effects of organizational culture on people and the organization.
Identify the factors that create and sustain an organization’s culture.
Show how culture is transmitted to employees.
Demonstrate how an ethical culture can be created.
Describe a positive organizational culture.
Identify characteristics of a spiritual culture.
Show how national culture may affect the way organizational culture is transported to a different country.
Building an ethical workplace culture requires equal skills in policy-making and relationship-building, and equal emphasis on procedures and values. Structural concerns like codes, training and clear criteria matter, but so do storytelling, mentoring and presiding over an organization’s routines and ceremonies. In an ideal workplace, structures and relationships will work together around core values that transcend self-interest. Core values will inspire value-creating efforts as employees feel inspired to do what is right, even when the right thing is hard to do. The ethics of our workplace cultures matter because the work itself matters and requires the cooperation that only positive, virtuous ethics can sustain. Compliance keeps us out of trouble, but virtuous ethics will create value for our co-workers and for our organization.
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Narrated Business Proposal for the Philadelphia Eaglescamrynascott12
Slide 1:
Welcome, and thank you for joining me today. We will explore a strategic proposal to enhance parking and traffic management at Lincoln Financial Field, aiming to improve the overall fan experience and operational efficiency. This comprehensive plan addresses existing challenges and leverages innovative solutions to create a smoother and more enjoyable experience for our fans.
Slide 2:
Picture this: It’s a crisp fall afternoon, driving towards Lincoln Financial Field. The atmosphere is electric—tailgaters grilling, fans in Eagles jerseys creating a sea of green and white. The air buzzes with camaraderie and anticipation. You park, join the throng, and make your way to your seat. The stadium roars as the Eagles take the field, sending chills down your spine. Each play is a thrilling dance of strategy and skill. This is what being an Eagles fan is all about—the joy, the pride, and the shared experience.
Slide 3:
But now, the day is marred by frustration. The excitement wanes as you struggle to find a parking spot. The congestion is overwhelming, and tempers flare. The delays mean you miss the pre-game excitement, the tailgate camaraderie, and even the opening kick-off. After the game, the joy of victory or the shared solace of defeat is overshadowed by the stress of navigating out of the parking lot. The gridlock, honking horns, and endless waiting drain the energy and joy from what should have been an unforgettable experience.
Our proposal aims to eliminate these frustrations, ensuring that from arrival to departure, your experience is extraordinary. Efficient parking and smooth traffic flow are key to maintaining the high spirits and excitement that make game days special.
Slide 4:
The Philadelphia Eagles are not just a premier NFL team; they are an integral part of the community, hosting games, concerts, and various events at Lincoln Financial Field. Our state-of-the-art stadium is designed to provide a world-class experience for every attendee. Whether it's the thrill of game day, the excitement of a live concert, or the camaraderie of community events, we pride ourselves on delivering a fan-first experience and maintaining operational excellence across all our activities. Our commitment to our fans and community is unwavering, and we continuously strive to enhance every aspect of their experience, ensuring they leave with unforgettable memories.
Slide 5:
Recent trends show an increasing demand for efficient event logistics. Our customer feedback has consistently highlighted frustrations with parking and traffic. Surveys indicate that a significant number of fans are dissatisfied with the current parking situation. Comparisons with other venues like Citizens Bank Park and Wells Fargo Center reveal that we lag in terms of parking efficiency and convenience. These insights underscore the urgent need for innovation to meet and exceed fan expectations.
Slide 6:
As we delve into the intricacies of our operations, one glaring issue emer
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Mats André Zuccarello Aasen, commonly known as Mats Zuccarello, was born on September 1, 1987, in
Oslo, Norway. He grew up in the bustling neighborhood of Løren, where his passion for ice hockey began
at a young age. His mother, Anita Zuccarello, is of Italian descent, and his father, Glenn Aasen, is
Norwegian. This multicultural background played a significant role in shaping his identity and versatility
on and off the ice.
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Organization culture
1. Made by –
Shubham Gupta
M.P.T (SPORTS)
IV SEM
4/27/20161
ORGANIZATION CULTURE IN
SPORTS
2. Organizational Culture
Organizational culture is the set of values,
beliefs, and standards for acceptable
behaviour that its members share.
It is a set of shared, taken-for-granted implicit
assumptions that a group holds and that
determines how it perceives, thinks about and
reacts to its various environments.
4/27/20162
3. Think of culture as the organization’s personality.
Sport team culture adds a special dimension to the
idea of organizational culture, because teams form a
special bond that is often very strong. With this bond
come special ways of behaving or goofing off, a special
determination to win, ways of dealing with winning and
losing.
Add to this mix the fans who closely identify with or
idolize a particular team’s culture, image, or
personality.
4/27/20163
4. Successful teams are often associated with having a
strong team culture. “Sport team culture originated
from the establishment and development of sports
teams.
The sport team culture with which all members
voluntarily comply is the total of common faith, morality,
spirit, ceremony, intelligence factor, and entertainment
life.
The function of the sport team culture is found in
instructing people, construction of team standards,
recovery, spiritual adjustment, and meeting
psychological and social demand. 4/27/20164
7. Levels of
Organizational
Culture
Artifacts – symbols of
culture in the physical
and social work environment
Values
Espoused: what members of
an organization say they value
Enacted: reflected in the way
individuals actually behave
Assumptions – deeply held
beliefs that guide behavior and tell
members of an organization how
to perceive and think about things
4/27/20167
8. Artifacts – symbols of
culture in the physical
and social work environment
Values
Espoused: what members of
an organization say they value
Enacted: reflected in the way
individuals actually behave
Assumptions – deeply held
beliefs that guide behavior and tell
members of an organization how
to perceive and think about things
Organizational Culture
Visible, often not
decipherable
Greater level
of awareness
Taken for granted,
Invisible, Preconscious
4/27/20168
9. Layers of Organizational Culture
Observable artifacts
– Consist of the physical manifestation of an
organization’s culture
– Acronyms, manner of dress, awards, myths and
stories, published lists of values, observable rituals
and ceremonies, special parking spaces, and
decorations
4/27/20169
10. Behaviour is observable action—what we do and say.
Artifacts are the results of our behaviour and include
written and spoken language, dress, and material
objects.
Behaviour also includes rites, celebrations,
ceremonies, heroes, jargon, myths, and stories.
When you examine an organization’s culture, you find
that rites, corporate myths, jargon, and all the rest play
an important part in defining that culture.
4/27/201610
11. Question?
Every month, Bombay Bazaar awards an
"Employee of the Month" award to one
employee and as a reward offers a $100 check
and an assigned parking space with the
employees' name for the month. This is an
example of which of these?
A. Basic underlying assumption
B. Externally enacted values
C. Observable artifacts
D. Socialization 4/27/201611
12. Layers of Organizational Culture
Values
– concepts or beliefs that pertain to desirable end
states, transcend situations, guide selection of
behavior and are ordered by relative importance
Espoused values
– represent the explicitly stated values and norms that
are preferred by an organization
4/27/201612
13. Values represent the way we think we ought to behave
and identify what we think it takes to be successful.
Beliefs can be expressed as If I do X, then Y will
happen.
Values and beliefs are the operating principles that
guide decision making and behaviour in an
organization; they influence ethical or unethical
behaviour.
We observe values and beliefs only indirectly, through
the behaviours and decisions they drive.
4/27/201613
14. Question?
The top management of Rock-Top Sports
Equipment has clearly stated the values and
norms that are preferred by Rock-Top. These
are referred to as
A. Espoused values.
B. Under-the-surface artifacts.
C. Enacted values.
D. Basic assumptions.
4/27/201614
15. Layers of Organizational Culture
Enacted values
− represent the values and norms that actually
are exhibited or converted into employee
behavior
− Based on
observable behavior
4/27/201615
16. Layers of Organizational Culture
Basic assumptions
– Constitute organizational values that have become
so taken for granted over time that they become
assumptions that guide organizational behavior.
– Assumptions are deeply ingrained values and
beliefs whose truth we never question. Because our
assumptions are the very foundation of our belief
system, they are patently obvious to us and we
assume to everyone else so we rarely discuss them.
– They are the automatic pilots that guide our
behavior. 4/27/201616
17. Naturally, when our assumptions are challenged, we
feel threatened.
Question a teammate on why she does things certain
ways: If she responds with a statement like “That’s the
way it has always been done,” you have probably run
into an assumption.
Assumptions are often the most stable and enduring
part of culture and the most difficult to change.
4/27/201617
19. Strong Cultures and Weak Cultures
In organizations with strong cultures, people
unconsciously share assumptions and consciously
know the organization’s values and beliefs.
That is, they agree with the organization’s
assumptions, values, and beliefs and behave as
expected.
In organizations with weak cultures, many employees
don’t behave as expected they don’t share underlying
assumptions. They question and challenge the beliefs.
When people don’t agree with the generally accepted
values and beliefs, they may rebel and fight the culture.
4/27/201619
20. There is good news and bad news about strong
cultures. Strong cultures make communication and
cooperation easier and better. Unity is common, and
consensus is easier to reach.
The downside is potential stagnation and a lack of
diverse opinion (no one thinks about alternative ways
of doing things).
The continually changing business environment
requires that assumptions, values, and beliefs be
questioned occasionally and changed when they no
longer adequately address the needs of the
marketplace. 4/27/201620
21. A change in culture is a people change. To be
effective, changes in culture have to occur in
all three components (people’s behavior,
values and beliefs, and assumptions).
A culture of success allows for change, and
businesses that fail to move with the times lose
their competitive advantage.
4/27/201621