This document discusses organizational culture and compares Western and Eastern cultures. It defines organizational culture and discusses its key elements, including shared assumptions, values, norms, symbols, language, practices, and socialization. It describes four main types of organizational culture - bureaucratic, clan, market, and entrepreneurial. Building a strong organizational culture involves having a common behavioral style, approaches, norms, and socializing new members through careful selection, training, rewarding desired behaviors, and role modeling. Socialization can lead to job satisfaction, performance, and commitment or dissatisfaction and low performance. Finally, it contrasts some differences between Western and Eastern cultures.
Among the many factors that affect an organization's ability to innovate, compete, and engage employees and customers is corporate culture. Corporate culture is the amalgamation of values, vision, mission, and the day-to-day aspects of communication, interaction, and operational goals that create the organizational Values..
Among the many factors that affect an organization's ability to innovate, compete, and engage employees and customers is corporate culture. Corporate culture is the amalgamation of values, vision, mission, and the day-to-day aspects of communication, interaction, and operational goals that create the organizational Values..
How Organizational Culture affects Business PerformanceTshidiso Moetapele
Investigating how organizational culture affects business performance by defining both subjects, what they both mean to the business and their linkages which usually result in conflict.
How Organizational Culture affects Business PerformanceTshidiso Moetapele
Investigating how organizational culture affects business performance by defining both subjects, what they both mean to the business and their linkages which usually result in conflict.
Culture is the unique dominant pattern of shared beliefs, assumptions, values, and norms that shape the socialization, symbols, language and practices of a group of people.
Organizational Culture Dynamics (Organizational Management)Manu Alias
A presentation on Organizational culture dynamics and it's characteristics, importance, role, types, etc. It also talks about the corporate culture and it's features.
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.
1. Present a concept of organisational culture.
2. Explain the role culture plays in organisational life.
3. Analyse how organisational culture impacts on company’s effectiveness.
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Improving profitability for small businessBen Wann
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
3. Definition
Culture is the unique dominant pattern of
shared beliefs, assumptions, values, and
norms that shape the socialization, symbols,
language and practices of a group of people.
The attitudes and approaches that typify the
way staff carry out their tasks.
Culture is developed and transmitted by
people, consciously and unconsciously, to
subsequent generations.
4. What is the difference between organizational culture
and organizational identity.
Organizational culture is shared
among members of
organization. Culture represents
heroes stories, success stories, sign,
symbol, etc. But, organizational
identity refers to
how other view about an
organization.
5. What must be for culture to
exist?
1. It must be shared by the vast majority of
members of a group or society;
2. It must be passed on from generation to
generation; and
3. It must shape behaviour and perceptions.
7. Shared assumptions
Shared assumptions are the thoughts and
feelings that members of a culture take for
granted and believe to be true.
8. Values and norms
Values are the basic beliefs people hold that
specify general preferences and behaviours,
and define what is right and wrong.
Cultural values are reflected in a society’s morals,
customs and established practices
Norms are rules that govern behaviours of
groups of people.
9. Symbols
A symbols is any visible object, act, or event
that conveys meaning to others. Examples:
Artefacts
Dress
Office layout
Slogans
ceremonies
10. Language
Language is a shared system of vocal sounds,
written signs, and/or gestures used to convey
meaning among members of a culture.
The Nike swoosh was inspired by the
Greek goddess Nike, the winged goddess
of victory. The swoosh symbolizes her
flight. It conveys the meaning of a brand of
sports shoes
11. Practices
Practices are observable cultural customs
such as taboos (culturally forbidden
behaviours) and ceremonies
12. Socialization
Socialization is the process by which people
lean valves, norms, behaviours and social
skills. It is the means by which new members
are brought into a culture.
13. Types of organizational culture
The basic types of organizational culture
are:
1. Bureaucratic
2. Clan
3. Market
4. Entrepreneurial
14. Bureaucratic Culture
In this type of culture the behaviour of
employees is governed by formal rules and
standard operating procedures.
Such a culture perpetuates stability.
Organizations with bureaucratic culture tend to
produce standardized goods and services,
examples:
Government ministries
Fast food establishments
15. Clan Culture
In a clan culture the behaviour of individuals are
shaped by tradition, loyalty, personal commitment,
extensive socialization and self-management.
A clan culture achieve unity through socialization.
Long-term employees serve as mentors
Members are aware of the organization’s history
and have an understanding of the expected
manner of conduct and organizational style.
Members share feelings of pride in membership.
Peer pressure to adhere to important norms is
strong
16. Market Culture
In a market culture, the values and norms reflect the
significance of achieving measurable and demanding goals
mainly concerning those that are financial and market based.
Companies with a market culture tend to focus on:
Sales growth
Profitability
Market share
In a market culture the relationship between individuals and
the organization is contractual (previously agreed).
Individuals are responsible for their performance; whereas
the organization promises specific rewards for levels of
performance.
Managers are not judge on their effectiveness as role models
or mentors; but on monthly, quarterly, and annual
performance goals based on profit.
17. Entrepreneurial Culture
Organizations
existing in the
context of an
entrepreneurial
culture are
characterized by high
levels of risk taking
and creativity.
There is a
commitment to
experimentation,
innovation, and being
Steve Jobs – Apple
18. Relationship between culture and
organizational performance
Organizational culture has the potential to
enhance organizational performance,
individual satisfaction, the sense of certainty
about how problems are to be handled.
Culture serves as a control mechanism to
channel behaviour towards desired behaviours
and to prevent undesired behaviours.
19. Building a strong organizational
culture
1. A common behavioural style must be shared by
managers and employees.
2. Have the same basic approaches to solving
problems, meeting goals, and dealing with
stakeholders.
3. Have share common norms that guide rule
governing rewards and punishment.
4. A strong organizational culture assists in the
creation of a stable organization, the
consequence of which lead to the achievement
of the company’s strategic goals.
20. Steps to building a strong
organizational culture -
socialization
•Careful
selection
Step 1
•Challenging
early work
assignments
Step 2 •Training to
develop
capabilities
with culture
Step 3
•Reward and
sustain culture
Step 4
•Adoption of
cultural value
policies
Step 5
•Reinforce
culture with
ritual, stories
rites
Step 6 •Role model to
sustain culture
Step 7
21. Outcomes of socialization
process
Job satisfaction
Role clarity
High work
performance
Understanding of
culture
Commitment to
organization
Internal values
Job dissatisfaction
Role ambiguity and
conflict
Misunderstanding,
tension, and
perceived lack of
control
Low job involvement
Low performance
Rejection of values
Successful socialization Unsuccessful socialization
22. Western culture ?
Western culture, sometimes equated with Western
civilization, Western lifestyle, Western society or
European civilization is a term used very broadly to refer
to a
heritage of social norms,
ethical values,
traditional customs,
belief systems,
Political systems
Specific artifacts and technologies
23. Western culture vs Eastern
culture
Eastern culture
Internal self control
Communal
Hierarchy
Modesty
Harmony
Time is life
Respect to statues
Respect to elders
Long term oriented
24. Western culture vs Eastern
culture
Extern control
Individual
Equality
Achievement winning pride
Time is money & short term oriented
Respect for result
Respect competence
Value privacy & open minded
Independent and selfish