This document discusses organizational culture and provides examples. It begins by defining an organization and culture. Organizational culture is described as the informal values, norms and beliefs that control how people interact within an organization. Characteristics of organizational culture like innovation, risk-taking and people orientation are discussed. The functions of culture in defining boundaries, conveying identity, and enhancing stability are outlined. How culture can create climate and be maintained through selection, socialization, and top management is explored. The impact of culture on performance and methods for studying culture are presented. A case study examines claims that Toyota's problems were due to its insular culture versus evidence that driver error was the primary cause of unintended acceleration.
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..
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
Meaning of Organizational Culture; Characteristics of Organization Culture; Types of Organization Culture/ Do Organizations Have Uniform Cultures? Functions of Organization Cultures; How Do 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..
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
Meaning of Organizational Culture; Characteristics of Organization Culture; Types of Organization Culture/ Do Organizations Have Uniform Cultures? Functions of Organization Cultures; How Do Employees learn Culture? Creating an Ethical Organizational Culture
Creating a Customer-Responsive Culture.
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 High Impact Corporate DNA Across CultureADGES Consulting
This presentation was prepared and presented to an international group of senior executives and CEOs by Dr. Nattavut Kulnides, Managing Director - ADGES. The hosted organization was Danish-Thai Chamber of Commerce (DTCC) and the venue was at Sheraton Grande Sukhumvit on Jun, 2015.
The topic is: Building High Impact Corporate DNA across cultures. What do Google, BMW, Disney and Pandora share in common?
Description
Find out how to create an aspired corporate culture – cultures that customers and employees are falling in love with and, thereby, helping drive business success.
Our topics will cover ‘what are the latest thinking and practices on building a high impact corporate DNA across cultures, what leading organizations have done differently from the rest, and how to overcome culture stereotyping’.
During the session, we will simply focus on three themes; 1. Culture platform – focus on ‘me’, ‘them’, and ‘us’, 2) In search of culture DNA, and 3. How to make cultures stick. We also have a privilege of having the real case study of PANDORA on their culture initiation and execution journey across cultures. There is a well-balanced of contents of concepts and lesson learn.
Agenda:
07: 30 – 08:45 hrs: How to build high impact corporate DNA across cultures by Dr. Nattavut Kulnides
08: 45 – 09:30 hrs: Case Study – PANDORA, the journey of unforgettable stories
09:30 hrs onward: Q&A
About Guest Speaker
Dr. Nattavut has been working across cultures with the world leading multi-national organizations such as Accenture, Maersk, and BMW. Prior to setting up his own consulting firm, his last position was a Deputy Managing Director and Business Leader in Human Capital Consulting for Mercer (Thailand). He is a founder and managing director of ADGES, a consulting and learning provider specialized in strategy, leadership, culture integration, and change management. ADGES is now serving leading international and Thai organizations across industries.
He is an adjunct faculty member on the topics of corporate strategy and strategic human resource management for College of Management, Mahidol University (CMMU). He is also an advisor to Thailand Listed Companies Association (TLCA), an association under the Stock Exchange of Thailand (SET), for Human Capital Management Committee. He received his doctorate degree in Innovation Management from Manchester Business School. He also attended an executive program at INSEAD and IMD.
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 High Impact Corporate DNA Across CultureADGES Consulting
This presentation was prepared and presented to an international group of senior executives and CEOs by Dr. Nattavut Kulnides, Managing Director - ADGES. The hosted organization was Danish-Thai Chamber of Commerce (DTCC) and the venue was at Sheraton Grande Sukhumvit on Jun, 2015.
The topic is: Building High Impact Corporate DNA across cultures. What do Google, BMW, Disney and Pandora share in common?
Description
Find out how to create an aspired corporate culture – cultures that customers and employees are falling in love with and, thereby, helping drive business success.
Our topics will cover ‘what are the latest thinking and practices on building a high impact corporate DNA across cultures, what leading organizations have done differently from the rest, and how to overcome culture stereotyping’.
During the session, we will simply focus on three themes; 1. Culture platform – focus on ‘me’, ‘them’, and ‘us’, 2) In search of culture DNA, and 3. How to make cultures stick. We also have a privilege of having the real case study of PANDORA on their culture initiation and execution journey across cultures. There is a well-balanced of contents of concepts and lesson learn.
Agenda:
07: 30 – 08:45 hrs: How to build high impact corporate DNA across cultures by Dr. Nattavut Kulnides
08: 45 – 09:30 hrs: Case Study – PANDORA, the journey of unforgettable stories
09:30 hrs onward: Q&A
About Guest Speaker
Dr. Nattavut has been working across cultures with the world leading multi-national organizations such as Accenture, Maersk, and BMW. Prior to setting up his own consulting firm, his last position was a Deputy Managing Director and Business Leader in Human Capital Consulting for Mercer (Thailand). He is a founder and managing director of ADGES, a consulting and learning provider specialized in strategy, leadership, culture integration, and change management. ADGES is now serving leading international and Thai organizations across industries.
He is an adjunct faculty member on the topics of corporate strategy and strategic human resource management for College of Management, Mahidol University (CMMU). He is also an advisor to Thailand Listed Companies Association (TLCA), an association under the Stock Exchange of Thailand (SET), for Human Capital Management Committee. He received his doctorate degree in Innovation Management from Manchester Business School. He also attended an executive program at INSEAD and IMD.
Anthropology 130 Extra Credit - Web Articles on Race 20 poi.docxRAHUL126667
Anthropology 130 Extra Credit - Web Articles on Race
20 points maximum
With the recent news stories showing differences in experience by members of different
races in the United States, new attempts to start the conversation on race and culture
have been published online. This assignment involves carefully exploration of one of the
recent media pieces on the topic and summarizing its main points.
Part One
Choose one of the following links for this assignment.
• Flam, F. (2016, October 3). Concept of race stands as science’s biggest blunder [Web
article]. The Kansas City Star. Retrieved from http://www.kansascity.com/opinion/opn-
columns-blogs/syndicated-columnists/article105647021.html
• Fuentes, A. (2015, June 22). Ignorance about race is killing us [Web article].
Psychology Today. Retrieved from https://www.psychologytoday.com/blog/busting-
myths-about-human-nature/201506/ignorance-about-race-is-killing-us
• Yodel, M., Roberts, D., DeSalle, R. & Tishkoff, S. (2016, February 5). Taking race out
of human genetics. Science. 351(6273), 564-565. Retrieved from http://
science.sciencemag.org/content/351/6273/564.full
Part Two
Answer both parts of the prompt:
a. What is the main point that the writer conveyed?
� of �1 2
http://www.kansascity.com/opinion/opn-columns-blogs/syndicated-columnists/article105647021.html
http://www.kansascity.com/opinion/opn-columns-blogs/syndicated-columnists/article105647021.html
http://www.kansascity.com/opinion/opn-columns-blogs/syndicated-columnists/article105647021.html
https://www.psychologytoday.com/blog/busting-myths-about-human-nature/201506/ignorance-about-race-is-killing-us
https://www.psychologytoday.com/blog/busting-myths-about-human-nature/201506/ignorance-about-race-is-killing-us
https://www.psychologytoday.com/blog/busting-myths-about-human-nature/201506/ignorance-about-race-is-killing-us
http://science.sciencemag.org/content/351/6273/564.full
http://science.sciencemag.org/content/351/6273/564.full
b. What are two quotes from the article that especially caught your attention? Why
were these passages effective in making their points?
Your reflection should be at least 300 words, and written as an organized paragraph.
Turn in your completed assignment on Canvas or in class by the due date.
Grading
A full score will be given to a reflection that addresses all of the required points. The
breakdown of the assigned score are:
• Accurately gives main point of the paper (6 points)
• Presents two quotes and explains why each is effective (8 points)
• College level writing: organized and free from spelling and grammatical problems (3
points)
• Low use of direct text from the article (except for the two quotes) (3 points)
� of �2 2
Business Ethics and
Social Responsibility
http://www.wileybusinessupdates.com
Chapter
2
1
Explain the concern for ethical and societal issues.
Describe the contemporary ethical environment.
Discuss how organizations shape ethical condu.
CORPORATIONS, SOCIETY, & STAKEHOLDERS
1. Corporations, Society, and Stakeholders:
https://www.fox.temple.edu/vault/video/corporations-society-and-stakeholders/
2. Watch the following chapters from the movie "The Corporation"
Chapter One "What is a Corporation?"
http://www.youtube.com/watch?v=Pin8fbdGV9Y
Chapter Two "The Birth"
http://www.youtube.com/watch?v=8SuUzmqBewg
Chapter Three "A Legal Person"
http://www.youtube.com/watch?v=wkygXc9IM5U
Chapter Four "Externalities"
http://www.youtube.com/watch?v=aCGTD5Bn1m0
Chapter Five "Case Histories"
http://www.youtube.com/watch?v=H3m5lq9FHDo
1. "The social responsibility of business is to increase its profits"
http://www.colorado.edu/studentgroups/libertarians/issues/friedman-soc-resp-business.html
2. "Rethinking the social responsibility of business"
http://reason.com/archives/2005/10/01/rethinking-the-social-responsi
3. "Stakeholder Theory of the Modern Corporation" (.PDF file is attached above)
4. "In business for life"
http://www.yesmagazine.org/issues/go-local/judy-wicks-in-business-for-life
MANAGING & PRIORITIZING STAKEHOLDERS
1. "Stakeholder Theory"
http://www.youtube.com/watch?v=Ih5IBe1cnQw
ETHICAL PRINCIPLES
1. http://www.iep.utm.edu/ethics/
ETHICAL DECISION MAKING & WHEN GOOD PEOPLE DO BAD THINGS
2. "A Framework for Thinking Ethically"
http://www.scu.edu/ethics/practicing/decision/framework.html
3. "When good people do bad things at work"
http://www.scu.edu/ethics/publications/iie/v10n2/peopleatwork.html
4. "What makes good people do bad things?"
http://www.apa.org/monitor/oct04/goodbad.html5. "Psychology Of Fraud: Why Good People Do Bad Things"
http://www.npr.org/2012/05/01/151764534/psychology-of-fraud-why-good-people-do-bad-things
1.The Milgram Experiments
http://www.youtube.com/watch?v=W147ybOdgpE
Read the following article about the Milgram Experiments:
1. "The perils of obedience"
http://www.paulgraham.com/perils.html
CAPITALIST VALUES AND THE FINANCIAL CRISIS
"The Corporation- Chapter Six-The Pathology of Commerce"http://www.youtube.com/watch?v=s5hEiANG4Uk
Corporation- Chapter Eight-Mindset"http://www.youtube.com/watch?v=-hG-c1KY7Y4&feature=PlayList&p=FA50FBC214A6CE87&index=7
"The Corporation- Chapter Nine-Trading on 9/11"http://www.youtube.com/watch?v=yoQOXepaCjk&feature=PlayList&p=FA50FBC214A6CE87&index=8
"The Corporation- Chapter Ten-Boundary Issues"
http://www.youtube.com/watch?v=lDMenqKCXdw&feature=PlayList&p=FA50FBC214A6CE87&index=9
"THE CRISIS OF CREDIT VISUALIZED"
http://www.crisisofcredit.com/
"Materialistic Values and The Current Economic Crisis"
http://psysr.wordpress.com/2008/12/24/materialistic-values-and-the-current-economic-crisis/
"The People V. Goldman Sachs" (.PDF attached above)
"CAPITALISM BEYOND THE CRISIS"
http://www.nybooks.com/articles/22490
"MAKING CAPITALISM MORE CREATIVE"
http://www.fpsct.org/uploaded/faculty/johnsonc/U_S_History/Unit_5/Gospel_and_Gates.pdf
EMPLOYEE AS STAKEHOLDER
1. “A Dangerous Business Revisited”
http://www.pbs.org/wgbh/pages/fr.
Essay on Migration Human Migration Urbanization. Thematic Essay Practice Migration of Peoples. The impact of migration on families around the world. - A-Level .... 005 Essay Example My Immigration Story Thatsnotus. Immigration - Essay - Term Paper by Dow Hess - Issuu. Uk essay immigration as a major problem in british society 1. Essays On Westward Migration. International Migration Term Paper Example Topics and Well Written .... The Impact Of Immigration On The United States Essay Examples. Immigration Reform - Free Essay Example PapersOwl.com. The Great Migration -Accomodated Essays The United States. PDF Narrative in the study of migrants. Argumentative essay on immigration. Migration research paper. The Great Migration Essay. 2019-02-15. International Migration and Development Essay Example Topics and Well .... Migration Essay Human Migration New Zealand. Birds Migration Essay by bill yin -
Fresh thinking begins with exploration. As you plan for how your organization will overcome nascent obstacles and meet emerging needs, consider the approaches introduced here to better incorporate innovation and design methodologies to evolve your organization.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
3. Organization
▸ A social unit of people that is structured and
managed to meet a need or to pursue
collective goal.
▸ In simple words, different individuals come
together, from a group for a collective
purpose or objective.
3
4. Culture
▸ Something made-up of the beliefs, ideologies,
principles and values of people living in the
society.
▸ It determines the direction of the ‘Thinking and the
Action’ of the people.
4
5. Organizational Culture
The informal set of values, norms, and beliefs that control the
way people and groups in an organization interact with each
other and with people outside the organization.
5
6. What Is Organizational Culture?
▸ Characteristics:
1. Innovation and risk taking
2. Attention to detail
3. Outcome orientation
4. People orientation
5. Team orientation
6. Aggressiveness
7. Stability
6
9. What Is Organizational Culture?
▸ Culture Versus Formalization
A strong culture increases behavioral consistency and
can act as a substitute for formalization.
▹ Organizational Culture Versus National Culture
1. National culture has a greater impact on employees than
does their organization’s culture.
2. Nationals selected to work for foreign companies may
be atypical of the local/native population.
9
10. What Do Cultures Do?
▸ Culture’s Functions:
1. Defines the boundary between one organization and others.
2. Conveys a sense of identity for its members.
3. Facilitates the generation of commitment to something larger
than self-interest.
4. Enhances the stability of the social system.
10
11. What Do Cultures Do?
▸ Culture as a Liability:
1. Barrier to change
2. Barrier to diversity
3. Barrier to acquisitions and mergers
11
12. ▸ Culture Creates Climate
1. Organizational climate is a relatively ending quality of the
internal environment that is experienced by the members,
influences their behavior and can described in terms of
values of a particular set of characteristics of the
organization.
2. Organizational climate is the set of characteristics that
describe an organization and that (a) distinguish one
organization from other organizations; (b) are relatively
enduring over time and (c) influence the behavior of the
people in the organization.
12
What Do Cultures Do?
13. Keeping Culture Alive
▸ Selection
▹ Concerned with how well the candidates will fit into the
organization.
▹ Provides information to candidates about the
organization.
▸ Top Management
▹ Senior executives help establish behavioral norms that
are adopted by the organization.
▸ Socialization
▹ The process that helps new employees adapt to the
organization’s culture.
13
16. Entry Socialization Options
• Formal versus Informal
• Individual versus Collective
• Fixed versus Variable
• Serial versus Random
• Investiture versus Divestiture
16
18. How Employees Learn Culture
• Stories
• Rituals
• Material Symbols
• Language
18
19. Creating an Ethical Organizational Culture
▸ Characteristics of Organizations that Develop High Ethical
Standards
▹ High tolerance for risk
▹ Low to moderate in aggressiveness
▹ Focus on means as well as outcomes
▸ Managerial Practices Promoting an Ethical Culture
▹ Being a visible role model.
▹ Communicating ethical expectations.
▹ Providing ethical training.
▹ Visibly rewarding ethical acts and punishing unethical
ones.
19
23. Did Toyota’s Culture Cause Its Problems?
You may be familiar with the problems that have recently
plagued Toyota. However, you may not know the whole story.
First the facts. In 2010 Toyota issued a series of recalls for
various models. The most serious was for a defect called
“unintended acceleration,” which occurs when a car accelerates
with no apparent input from the driver. Investigations revealed
that unintended acceleration in Toyota cars has been the cause
of 37 deaths since 2000. When the problems first surfaced,
however, Toyota denied it was the cause. Eventually, Toyota
apologized and recalled more than 9 million cars.To many, the
root cause of Toyota’s problems was its insular, arrogant culture.
Fortune argued: “Like GM before it, Toyota has gotten smug.
23
24. It believes the Toyota Way is the only way.” Time reported “a
Toyota management team that had fallen in love with itself and
become too insular to properly handle something like the current
crisis.”Transportation Secretary Ray LaHood described Toyota’s
culture as “safety-deaf.”But is this the reality? Increasingly,
evidence suggests that Toyota’s culture—or even the cars it
produces—is not the source of the problem. A 2011 report
released by the U.S. National Highway Traffic Safety
Administration (NHTSA) concluded that unintended acceleration
was not caused by problems in the electronic circuitry. The Wall
Street Journal wrote that “safety regulators, human-error experts
and auto makers say driver error is the primary cause of sudden
24
25. acceleration. ”Forbes and The Atlantic commented that most of
the incidents of sudden acceleration in Toyota cars occurred with
elderly drivers, and elderly drivers are known to be more prone to
confusing pedals. Many other independent investigations,
including ones conducted by automobile experts at Popular
Mechanics and Car and Driver , reached the same conclusion: the
main cause of unintended acceleration was drivers mistaking the
gas pedal for the brake pedal. There’s a long history of
misreporting on this issue. Audi was nearly driven into bankruptcy
when 60 Minutes aired a report, “Out of Control,” purportedly
proving that defects in the car were behind six fatal sudden-
acceleration accidents. As it turns out, 60 Minutes paid sometime
25
26. To tamper with the car—filling a canister of compressed air
linked to the transmission—to cause the sudden acceleration
shown in the segment. Further investigations never
uncovered evidence that defects in Audi’s cars were behind
the incidents.
Does Toyota have an insular and inbred corporate culture?
Probably. But it’s been that way for a long time, and it’s far from
clear that the culture, or even the company’s cars, is responsible
for the sudden acceleration problems.
26
27. Questions
1. If Toyota is not the cause of unintended acceleration, why was it
blamed for it?
2. Investigations have shown that after stories of unintended
acceleration are publicized, report of incidents increase for all
automakers. Why is this the case?
3. Is it possible to have a strong—even arrogant—
culture and still produce safe and high-quality vehicles?
4. If you were the CEO of Toyota when the story was first publicized,
how would you have reacted?
27