Organizational culture
•Download as PPTX, PDF•
0 likes•39 views
I am Aoon Raza and am presenting on organizational culture. An organization is a social unit of people structured and managed to meet a collective goal. Organizational culture is determined by the organization's rituals, beliefs, values, norms, and language and provides a sense of identity for how things are done. There are four main types of organizational culture: hierarchy, market, clan, and adhocracy. Organizational culture plays an important role by providing a sense of identity, commitment to vision and mission, and clarifying standards of behavior. It is also important as it decides how employees interact and promotes healthy workplace relationships.
Report
Share
Report
Share
Recommended
Z ai a min _ ob_1
The document discusses organizational culture and its importance. Organizational culture is defined as the beliefs, values, and behaviors that contribute to the unique social and psychological environment of an organization. It provides employees with a sense of identity, commitment to shared goals, and standards for interaction. The culture impacts how employees communicate and relate to one another. Different organizations have different cultures, shaped by factors like hierarchy, market forces, flexibility, or emphasis on tasks versus individuals. Organizational culture is a key factor that distinguishes one company from another.
Social culture and organizational culture
The document discusses social and organizational culture from an Indian perspective. It defines culture and describes the characteristics of social culture. Organizational culture is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social environment of an organization. The document also discusses cultural processes and social structure in India, noting India's diverse cultures, languages, and social hierarchies like caste. Finally, it outlines some aspects of business culture in India like greetings, communications, decision making, and views of time.
Cultural approaches in organizational approaches
This document discusses cultural approaches to understanding organizations. It begins by defining culture and providing examples of Malaysian culture. It then outlines prescriptive views of culture from Deal and Kennedy on strong cultures and Peters and Waterman on excellent cultures. Deal and Kennedy identify four components of strong cultures while Peters and Waterman describe eight themes of excellent cultures. Finally, the document discusses descriptive and explanatory approaches, noting that cultures are complicated, emergent, not unitary, and often ambiguous.
Ronatalaga
The document discusses organizational culture from several perspectives. It defines organizational culture as the shared values, beliefs, behaviors, and artifacts that develop over time within an organization. Several experts contribute definitions, with Mintzberg describing culture as the "soul" that gives an organization its identity and drives behavior. Subcultures can also exist within larger organizations. The document also outlines different levels of culture, from visible artifacts to deeper assumptions, and lists some common characteristics used to describe cultures like their orientation toward innovation, detail, people, and aggression. Finally, it identifies four main types of organizational cultures: clan, adhocracy, market, and hierarchy.
Organizational rules and culture- ~شاهق ِتشلا
This is a series of Capacity Building documents that was prepared by the Sudanese Youth Leadership Development Program.
هذه مجموعة من المقالات في مجالات تدريبية متعددة مناسبة للجمعيات الطوعية تم تطويرها بين عامي 2003-2008 للبرنامج السوداني لإعداد القيادات الشبابية
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
This document defines and analyzes organizational culture. It discusses structural and experiential definitions of culture, as well as positive and negative, strong and weak cultures. Four alternative cultural descriptions are provided: positive strong culture, negative strong culture, negative weak culture, and positive weak culture. The document also examines factors within an organization's control, such as strategic factors, formal structures, technology, and official profiles that can impact culture. National culture is also discussed as influencing organizational culture.
Organizational Culture
This document discusses organizational culture and provides definitions and models of organizational culture. It defines an organization as a social unit structured to meet goals, and culture as shared attitudes and practices. Organizational culture is defined as basic assumptions learned by a group to solve problems. Characteristics of culture include being difficult to define, multi-dimensional, relatively stable over time, and taking time to establish and change. Models of organizational culture described include Handy-Harrison's typology categorizing cultures, Quinn-Cameron's competing values framework, and Hofstede's cultural dimensions theory examining power distance.
Recommended
Z ai a min _ ob_1
The document discusses organizational culture and its importance. Organizational culture is defined as the beliefs, values, and behaviors that contribute to the unique social and psychological environment of an organization. It provides employees with a sense of identity, commitment to shared goals, and standards for interaction. The culture impacts how employees communicate and relate to one another. Different organizations have different cultures, shaped by factors like hierarchy, market forces, flexibility, or emphasis on tasks versus individuals. Organizational culture is a key factor that distinguishes one company from another.
Social culture and organizational culture
The document discusses social and organizational culture from an Indian perspective. It defines culture and describes the characteristics of social culture. Organizational culture is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social environment of an organization. The document also discusses cultural processes and social structure in India, noting India's diverse cultures, languages, and social hierarchies like caste. Finally, it outlines some aspects of business culture in India like greetings, communications, decision making, and views of time.
Cultural approaches in organizational approaches
This document discusses cultural approaches to understanding organizations. It begins by defining culture and providing examples of Malaysian culture. It then outlines prescriptive views of culture from Deal and Kennedy on strong cultures and Peters and Waterman on excellent cultures. Deal and Kennedy identify four components of strong cultures while Peters and Waterman describe eight themes of excellent cultures. Finally, the document discusses descriptive and explanatory approaches, noting that cultures are complicated, emergent, not unitary, and often ambiguous.
Ronatalaga
The document discusses organizational culture from several perspectives. It defines organizational culture as the shared values, beliefs, behaviors, and artifacts that develop over time within an organization. Several experts contribute definitions, with Mintzberg describing culture as the "soul" that gives an organization its identity and drives behavior. Subcultures can also exist within larger organizations. The document also outlines different levels of culture, from visible artifacts to deeper assumptions, and lists some common characteristics used to describe cultures like their orientation toward innovation, detail, people, and aggression. Finally, it identifies four main types of organizational cultures: clan, adhocracy, market, and hierarchy.
Organizational rules and culture- ~شاهق ِتشلا
This is a series of Capacity Building documents that was prepared by the Sudanese Youth Leadership Development Program.
هذه مجموعة من المقالات في مجالات تدريبية متعددة مناسبة للجمعيات الطوعية تم تطويرها بين عامي 2003-2008 للبرنامج السوداني لإعداد القيادات الشبابية
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
This document defines and analyzes organizational culture. It discusses structural and experiential definitions of culture, as well as positive and negative, strong and weak cultures. Four alternative cultural descriptions are provided: positive strong culture, negative strong culture, negative weak culture, and positive weak culture. The document also examines factors within an organization's control, such as strategic factors, formal structures, technology, and official profiles that can impact culture. National culture is also discussed as influencing organizational culture.
Organizational Culture
This document discusses organizational culture and provides definitions and models of organizational culture. It defines an organization as a social unit structured to meet goals, and culture as shared attitudes and practices. Organizational culture is defined as basic assumptions learned by a group to solve problems. Characteristics of culture include being difficult to define, multi-dimensional, relatively stable over time, and taking time to establish and change. Models of organizational culture described include Handy-Harrison's typology categorizing cultures, Quinn-Cameron's competing values framework, and Hofstede's cultural dimensions theory examining power distance.
Organisational culture
Organizational culture is defined as the basic pattern of shared values and assumptions that govern how employees within an organization think about and act on problems and opportunities. It is a system of meaning shared by members of the organization that includes collective beliefs, assumptions, and feelings about what things are good, normal, rational, and valuable. Aspects of organizational culture include values, customs, symbols, and language.
Abhilasha disha
This document defines organizational culture and its key aspects. Organizational culture is the behaviors, attitudes, beliefs and values that characterize how an organization functions. It is shaped by the organization's vision, systems, language and patterns of interaction. The document discusses Daniel Denison's model of organizational culture dimensions and characteristics such as innovation, attention to detail, team orientation and stability. It also covers levels of culture, stages of socialization and components to learn an organization's culture such as stories and language.
Cultural differences in organisations ppt MBA
This document discusses cultural differences in organizations based on various studies and research. It summarizes key theories on organizational culture like McGregor's Theory X and Y, Hofstede's study identifying dimensions of individualism/collectivism, power distance, uncertainty avoidance, and masculinity/femininity. Other research highlighted includes differences between high and low context cultures, and how organizational culture is influenced by societal culture and leaders play a role in shaping culture. Studies found culture affects variables like employee performance, communication styles, and that organizations inherit cultural traits from the societies employees come from.
Developing Corporate Culture _ Materi Training "MANAJEMEN KONFLIK"
Contact (Pemateri): Kanaidi, SE., M.Si., cSAP
HP. 0812 2353 284, WA:0878 2330 6608
e-mail : kanaidi963@gmail.com atau kanaidi@yahoo.com
Org culture
This document summarizes key sections from Chapter 3 of the textbook. It discusses organizational culture and diversity. It defines organizational culture and explains how culture permeates organizations through knowledge, symbols, stories and rites. It also discusses how national culture interacts with organizational culture. The chapter then addresses diversity, defining it and outlining approaches to managing diversity, including initiatives around communication, education, and employee involvement. It concludes by discussing diverse organizational structures and processes within companies.
Culture / Characteristics of culture / Diversity of Culture
This document discusses the concept of culture. It defines culture as the customs, traditions, attitudes, values, norms, ideas and symbols that govern human behavior patterns. The document then outlines several key characteristics of culture, including that culture is learned behavior, abstract, patterned, includes attitudes/values/knowledge, is shared within a society, is transmitted between generations, and is continually changing. It also notes that language is the chief vehicle for transmitting culture. The document concludes by discussing types of culture like Western, Eastern, Latin, and African culture and the importance of cultural diversity.
3.social and cultural_values
This document discusses the definition of culture and how it is shaped by norms and values. It defines culture as the collective programming of the mind that distinguishes one human group from another, including shared systems of values. Culture is expressed through various aspects like values, customs, symbols, and language. Norms refer to behaviors considered normal in a society, while values represent things a culture considers important. Cultural norms and values can vary between different societies and regions.
Leadership & Culture: Globe Study
The Globe Study examined how different cultures viewed leadership and the relationship between effective leadership behaviors and attributes. It identified six global leadership behaviors and 22 leadership attributes. A key finding was the need for culturally aware leadership that moves from ethnocentrism to cultural relativity. Graduate schools are urged to adopt a more eclectic view of leadership and consider non-Western perspectives.
Organizational culture
This document outlines Edgar Schein's model of organizational culture, which consists of three levels - artifacts (visible organizational structures and processes), espoused values (strategies, goals, philosophies), and basic underlying assumptions (unconscious beliefs that determine perception and behavior). The deepest level of basic assumptions is the most influential on member behavior and is the hardest to change. The presentation is based on Schein's teachings from his book Organizational Culture and Leadership.
A Report on Structures and Cultures of Different Organization.
The document identifies and compares the organizational structures and cultures of Asda and Nestle. For organizational structure, Asda follows a hierarchical structure with clearly defined roles for each department, while Nestle has a flatter structure where employees work toward common goals and objectives. In terms of culture, Asda has a market culture focused on results and competition, while Nestle exhibits a role culture with high formalization and standardization coordinated by managers.
Cross cultural management in public sector
This document discusses cross-cultural management and its growing importance. It defines culture and cross-cultural, then outlines some cross-cultural issues like gender, work, age and language. It notes that the need for cross-cultural management is increasing due to globalization and migration. The goals of cross-cultural management are to understand how national cultures affect practices, identify similarities and differences across cultures, and increase global management effectiveness. It also discusses applying cross-cultural management in businesses to solve interpersonal problems between culturally diverse staff.
Cross-cultural leadesrship
The document discusses cross-cultural issues in management. It notes that cultural differences can often cause conflicts in business. Culture includes factors like language, religion, values, norms, body language, and concepts of time, fairness, and leadership. Effective intercultural communication and leadership require cultural literacy. Strategies for leaders include being aware of one's own culture, showing respect for others, communicating clearly, and leveraging differences for mutual gain.
Cultural change ppt @ bec doms bagalkot mba
This presentation discusses strategies for cultural change in organizations. There are two main approaches: top-down and bottom-up. The top-down approach is initiated by senior managers and focuses on behaviors and extending changes across the entire organization through things like restructuring and training. The bottom-up approach involves incremental changes initiated in parts of the organization to solve business problems without a formal structure. National culture also influences organizational culture, but organizational culture can still differ across countries with the same parent company. Managing cultural diversity effectively requires understanding differences without judging cultures and forming diverse work groups with training.
3 c organizational behavior, development, culture paper final
This document discusses organizational behavior, culture, and creating a culture shift within an organization. It begins by defining key terms like organizational behavior, culture, and development. It explores how cultures are formed and exist at various levels, from macro to micro. The document discusses how leadership plays a key role in both defining and shifting organizational culture. It analyzes theories of organizational culture and models for creating culture change, such as Lewin's three-step model of unfreezing, moving to a new level, and refreezing. The author seeks to understand the culture of their own organization, a medical radiography program, in order to strategically create a culture shift through leadership.
Cultural Approach To Organizations
This document discusses the cultural approach to understanding organizations proposed by Clifford Geertz and Michael Pacanowsky. It views organizations as cultures with shared meanings, subcultures, and performances that reveal the culture. An ethnographic method is used to understand organizations by thick description and observation of language, metaphors, stories, rituals, and performances from the perspective of organizational members. The ethnographer pays attention to the metaphors, stories, and rituals used by members to understand how the organization's culture is experienced and how it "really works." Practical and ethical issues arise around whether and how managers should change culture and whether ethnographers should remain neutral or expose issues within an organization's culture.
KYIV PM CLUB 25.01 Igor Ivashchenko - Cultures: Management and My Personal Mo...
Organizational culture can be assessed using the Competing Values Framework developed by Cameron and Quinn. This framework evaluates culture based on two core dimensions: flexibility versus stability and internal versus external focus. This results in four main culture types: clan culture (flexible and internally focused), adhocracy culture (flexible and externally focused), market culture (stable and externally focused), and hierarchy culture (stable and internally focused). Each culture type is characterized by different leadership styles, communication patterns, measures of effectiveness, and tendencies. Assessing an organization's culture allows it to better understand how its culture influences key areas like performance, customer satisfaction, and employee retention. The document provides examples of Apple and Zappos exhibiting different culture types.
Crossculture dynamics by siba
Cross culture: Defination, Meaning, Impacts(4 stages), differences in culture, competancies, motivation,
5 Criteria for Cross Cultural Leadership
The world is becoming more inter-connected. Are managers prepared to lead a more culturally diverse work force? Cross Cultural Leadership skills are necessary to address both opportunities and challenges. But what type of training and development do managers need? Here, what outline criteria for developing competency in Cross Cultural Leadership.
Organizational Culture_TRAINING
The document discusses organizational culture and provides definitions and examples. It explains that organizational culture represents the underlying values, assumptions, and norms of an organization that influence employee behaviors, and comprises both visible and invisible elements. Some key aspects that shape organizational culture include the founders' philosophy, socialization of new employees, leadership behaviors, and selection processes. Techniques for managing culture include role modeling ethical behaviors, communication, training, and rewarding or punishing based on alignment with cultural values.
Org culture classlides
This document discusses organizational culture and how to change it. It defines organizational culture as "the way we do things here" and how culture is formed through shared values, beliefs, and behaviors over time. The document notes that culture is deeply ingrained and difficult to change. It provides several frameworks for assessing organizational culture, such as identifying artifacts, values, assumptions, and cultural norms. The document also outlines approaches for changing culture, which requires identifying gaps between current and desired cultures, gaining participation in the change process, and allowing time for culture to fully evolve through new patterns of behavior.
Organisational Culture
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
Organizational Culture Dynamics (Organizational Management)
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.
More Related Content
What's hot
Organisational culture
Organizational culture is defined as the basic pattern of shared values and assumptions that govern how employees within an organization think about and act on problems and opportunities. It is a system of meaning shared by members of the organization that includes collective beliefs, assumptions, and feelings about what things are good, normal, rational, and valuable. Aspects of organizational culture include values, customs, symbols, and language.
Abhilasha disha
This document defines organizational culture and its key aspects. Organizational culture is the behaviors, attitudes, beliefs and values that characterize how an organization functions. It is shaped by the organization's vision, systems, language and patterns of interaction. The document discusses Daniel Denison's model of organizational culture dimensions and characteristics such as innovation, attention to detail, team orientation and stability. It also covers levels of culture, stages of socialization and components to learn an organization's culture such as stories and language.
Cultural differences in organisations ppt MBA
This document discusses cultural differences in organizations based on various studies and research. It summarizes key theories on organizational culture like McGregor's Theory X and Y, Hofstede's study identifying dimensions of individualism/collectivism, power distance, uncertainty avoidance, and masculinity/femininity. Other research highlighted includes differences between high and low context cultures, and how organizational culture is influenced by societal culture and leaders play a role in shaping culture. Studies found culture affects variables like employee performance, communication styles, and that organizations inherit cultural traits from the societies employees come from.
Developing Corporate Culture _ Materi Training "MANAJEMEN KONFLIK"
Contact (Pemateri): Kanaidi, SE., M.Si., cSAP
HP. 0812 2353 284, WA:0878 2330 6608
e-mail : kanaidi963@gmail.com atau kanaidi@yahoo.com
Org culture
This document summarizes key sections from Chapter 3 of the textbook. It discusses organizational culture and diversity. It defines organizational culture and explains how culture permeates organizations through knowledge, symbols, stories and rites. It also discusses how national culture interacts with organizational culture. The chapter then addresses diversity, defining it and outlining approaches to managing diversity, including initiatives around communication, education, and employee involvement. It concludes by discussing diverse organizational structures and processes within companies.
Culture / Characteristics of culture / Diversity of Culture
This document discusses the concept of culture. It defines culture as the customs, traditions, attitudes, values, norms, ideas and symbols that govern human behavior patterns. The document then outlines several key characteristics of culture, including that culture is learned behavior, abstract, patterned, includes attitudes/values/knowledge, is shared within a society, is transmitted between generations, and is continually changing. It also notes that language is the chief vehicle for transmitting culture. The document concludes by discussing types of culture like Western, Eastern, Latin, and African culture and the importance of cultural diversity.
3.social and cultural_values
This document discusses the definition of culture and how it is shaped by norms and values. It defines culture as the collective programming of the mind that distinguishes one human group from another, including shared systems of values. Culture is expressed through various aspects like values, customs, symbols, and language. Norms refer to behaviors considered normal in a society, while values represent things a culture considers important. Cultural norms and values can vary between different societies and regions.
Leadership & Culture: Globe Study
The Globe Study examined how different cultures viewed leadership and the relationship between effective leadership behaviors and attributes. It identified six global leadership behaviors and 22 leadership attributes. A key finding was the need for culturally aware leadership that moves from ethnocentrism to cultural relativity. Graduate schools are urged to adopt a more eclectic view of leadership and consider non-Western perspectives.
Organizational culture
This document outlines Edgar Schein's model of organizational culture, which consists of three levels - artifacts (visible organizational structures and processes), espoused values (strategies, goals, philosophies), and basic underlying assumptions (unconscious beliefs that determine perception and behavior). The deepest level of basic assumptions is the most influential on member behavior and is the hardest to change. The presentation is based on Schein's teachings from his book Organizational Culture and Leadership.
A Report on Structures and Cultures of Different Organization.
The document identifies and compares the organizational structures and cultures of Asda and Nestle. For organizational structure, Asda follows a hierarchical structure with clearly defined roles for each department, while Nestle has a flatter structure where employees work toward common goals and objectives. In terms of culture, Asda has a market culture focused on results and competition, while Nestle exhibits a role culture with high formalization and standardization coordinated by managers.
Cross cultural management in public sector
This document discusses cross-cultural management and its growing importance. It defines culture and cross-cultural, then outlines some cross-cultural issues like gender, work, age and language. It notes that the need for cross-cultural management is increasing due to globalization and migration. The goals of cross-cultural management are to understand how national cultures affect practices, identify similarities and differences across cultures, and increase global management effectiveness. It also discusses applying cross-cultural management in businesses to solve interpersonal problems between culturally diverse staff.
Cross-cultural leadesrship
The document discusses cross-cultural issues in management. It notes that cultural differences can often cause conflicts in business. Culture includes factors like language, religion, values, norms, body language, and concepts of time, fairness, and leadership. Effective intercultural communication and leadership require cultural literacy. Strategies for leaders include being aware of one's own culture, showing respect for others, communicating clearly, and leveraging differences for mutual gain.
Cultural change ppt @ bec doms bagalkot mba
This presentation discusses strategies for cultural change in organizations. There are two main approaches: top-down and bottom-up. The top-down approach is initiated by senior managers and focuses on behaviors and extending changes across the entire organization through things like restructuring and training. The bottom-up approach involves incremental changes initiated in parts of the organization to solve business problems without a formal structure. National culture also influences organizational culture, but organizational culture can still differ across countries with the same parent company. Managing cultural diversity effectively requires understanding differences without judging cultures and forming diverse work groups with training.
3 c organizational behavior, development, culture paper final
This document discusses organizational behavior, culture, and creating a culture shift within an organization. It begins by defining key terms like organizational behavior, culture, and development. It explores how cultures are formed and exist at various levels, from macro to micro. The document discusses how leadership plays a key role in both defining and shifting organizational culture. It analyzes theories of organizational culture and models for creating culture change, such as Lewin's three-step model of unfreezing, moving to a new level, and refreezing. The author seeks to understand the culture of their own organization, a medical radiography program, in order to strategically create a culture shift through leadership.
Cultural Approach To Organizations
This document discusses the cultural approach to understanding organizations proposed by Clifford Geertz and Michael Pacanowsky. It views organizations as cultures with shared meanings, subcultures, and performances that reveal the culture. An ethnographic method is used to understand organizations by thick description and observation of language, metaphors, stories, rituals, and performances from the perspective of organizational members. The ethnographer pays attention to the metaphors, stories, and rituals used by members to understand how the organization's culture is experienced and how it "really works." Practical and ethical issues arise around whether and how managers should change culture and whether ethnographers should remain neutral or expose issues within an organization's culture.
KYIV PM CLUB 25.01 Igor Ivashchenko - Cultures: Management and My Personal Mo...
Organizational culture can be assessed using the Competing Values Framework developed by Cameron and Quinn. This framework evaluates culture based on two core dimensions: flexibility versus stability and internal versus external focus. This results in four main culture types: clan culture (flexible and internally focused), adhocracy culture (flexible and externally focused), market culture (stable and externally focused), and hierarchy culture (stable and internally focused). Each culture type is characterized by different leadership styles, communication patterns, measures of effectiveness, and tendencies. Assessing an organization's culture allows it to better understand how its culture influences key areas like performance, customer satisfaction, and employee retention. The document provides examples of Apple and Zappos exhibiting different culture types.
Crossculture dynamics by siba
Cross culture: Defination, Meaning, Impacts(4 stages), differences in culture, competancies, motivation,
5 Criteria for Cross Cultural Leadership
The world is becoming more inter-connected. Are managers prepared to lead a more culturally diverse work force? Cross Cultural Leadership skills are necessary to address both opportunities and challenges. But what type of training and development do managers need? Here, what outline criteria for developing competency in Cross Cultural Leadership.
Organizational Culture_TRAINING
The document discusses organizational culture and provides definitions and examples. It explains that organizational culture represents the underlying values, assumptions, and norms of an organization that influence employee behaviors, and comprises both visible and invisible elements. Some key aspects that shape organizational culture include the founders' philosophy, socialization of new employees, leadership behaviors, and selection processes. Techniques for managing culture include role modeling ethical behaviors, communication, training, and rewarding or punishing based on alignment with cultural values.
Org culture classlides
This document discusses organizational culture and how to change it. It defines organizational culture as "the way we do things here" and how culture is formed through shared values, beliefs, and behaviors over time. The document notes that culture is deeply ingrained and difficult to change. It provides several frameworks for assessing organizational culture, such as identifying artifacts, values, assumptions, and cultural norms. The document also outlines approaches for changing culture, which requires identifying gaps between current and desired cultures, gaining participation in the change process, and allowing time for culture to fully evolve through new patterns of behavior.
What's hot (20)
Developing Corporate Culture _ Materi Training "MANAJEMEN KONFLIK"
Developing Corporate Culture _ Materi Training "MANAJEMEN KONFLIK"
Culture / Characteristics of culture / Diversity of Culture
Culture / Characteristics of culture / Diversity of Culture
A Report on Structures and Cultures of Different Organization.
A Report on Structures and Cultures of Different Organization.
3 c organizational behavior, development, culture paper final
3 c organizational behavior, development, culture paper final
KYIV PM CLUB 25.01 Igor Ivashchenko - Cultures: Management and My Personal Mo...
KYIV PM CLUB 25.01 Igor Ivashchenko - Cultures: Management and My Personal Mo...
Similar to Organizational culture
Organisational Culture
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
Organizational Culture Dynamics (Organizational Management)
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.
Organizational_Culture.pptx
Organizational culture was introduced in the late 1970s as a concept to understand shared values, beliefs, and norms within organizations. Researchers suggested that culture can significantly impact organizational outcomes and performance. The document defines organizational culture and discusses key aspects like different types of culture, how employees learn culture, the importance of culture, and the relationship between culture and organizational structure. It also provides steps to build and maintain a strong organizational culture.
6. Organizational Culture
Organizational Culture- Meaning, Characteristics of Organizational Culture, Types of Organizational Culture, Clan Culture –, Adhocracy Culture, Market Culture, Hierarchy Culture, Functions of Organizational Culture, Boundary-defining role, Barriers of Organizational Culture - Barrier to Change, Barrier to Diversity, Barrier to Acquisition & Merger, Creating and Maintaining Effective Culture
Sargado, Jenny (Management 1)
Define organizational Culture and explain how managers both create and are influenced by organizational culture.
Chapter 10 Leadership
This document provides an overview of organizational culture and how leaders can shape culture. It discusses how culture serves important functions of internal integration and external adaptation. Strong, responsive cultures where priorities are customers, people and change have a positive impact on performance. Leaders influence culture through ceremonies, stories, symbols, language, selection processes, and daily actions. There are four main types of organizational culture - adaptability, achievement, involvement, and consistency - that emphasize different values. Ethical values and values-based leadership are also discussed.
Project
This document summarizes the organizational culture of C.L. Gupta Ltd, an export firm located in Moradabad, India. It discusses how organizational culture is defined by the shared behaviors, values, and beliefs of employees. A strong organizational culture with values aligned across the employees helps a company achieve its goals more productively. The success of C.L. Gupta Ltd is attributed to carefully selecting employees that match the company's culture and reinforcing shared values through various efforts.
Culture
Organizational culture is defined as the shared values, beliefs, and norms that are developed in an organization. It is the soul of an organization that provides direction, identity, and cohesion. There are several models for describing organizational culture types such as power versus role versus task cultures, and control versus compete versus collaborate versus create cultures. Developing and sustaining culture involves establishing shared values and assumptions, creating a vision and mission, socializing new employees, and actions from top management to reinforce the culture. Organizational culture impacts objectives, work ethics, motivation, processes, performance, and provides a sense of identity and commitment. Maintaining, reinforcing, and managing changes to culture are important ongoing issues.
organization culture ppt .pptx
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.
A comperative study of organizational culture of sbi, icici, hdfc bank
This document is a mentoring report on the organizational culture of State Bank of India (SBI), ICICI Bank, and HDFC Bank. It includes an introduction to organizational culture, objectives of the study which are to study the current culture of the three banks and compare them to determine the best culture. The report will analyze data collected on the banks' cultures to draw inferences. It aims to generate information on the current work cultures and employees' perspectives within the banks.
BMSC18303-OB- DecModule pptx.pptx
This document discusses organizational culture and defines it as the underlying values, beliefs, and practices shared by members of an organization that distinguish it from other organizations. It notes that culture is learned rather than inherited, and identifies key factors that influence and develop organizational culture, such as leaders, critical incidents, rewards systems, and recruitment practices. The document also outlines different types of organizational cultures, such as power, role, task, and person-oriented cultures, and explains how culture manifests itself in organizational behavior through corporate values, climate, and management style.
Organizational Culture
Organizational culture refers to the shared meanings and behaviors within an organization. It is created through the actions of founders, top management, selection processes, and socialization of new employees. Employees learn the culture through stories, rituals, and shared language. Managers can shape culture by acting as role models, communicating expectations, providing training, and rewarding ethical behavior while punishing unethical acts. Creating a positive culture emphasizes employee strengths, growth, and vitality over punishment. National culture also influences organizational culture in global contexts.
Hrd culture
The document discusses HRD culture and its importance in organizations. It defines HRD culture and organizational culture. It outlines the significance of culture for communication and efficiency. It describes four common types of cultures - authoritarian, participative, mechanistic, and organic. Finally, it discusses how culture is learned through stories, rituals, symbols, and language in the organization.
Organization culture.ppt
Organizational culture refers to the shared values, beliefs, and assumptions that guide how employees should behave within an organization. It is shaped by artifacts like language and stories, as well as deeper levels like beliefs and assumptions. Culture can be functional when it provides social cohesion and guides employee behavior, but dysfunctional when it impedes change or diversity. Employees learn the culture through socialization and it is reinforced by top management, selection criteria, and rewards. Leaders must understand their organization's culture to effectively manage employees.
national Culture and its connect with organizational cultureociety.pptx
The document discusses key concepts related to organizational culture. It defines organizational culture as the shared values, principles, traditions, and ways of doing things that influence employee behavior within an organization. Sources of organizational culture include the organization's founder, vision and mission, past practices, and behaviors of top management. A strong culture creates commitment and performance but can prevent innovation, while a weak culture lacks influence. Employees learn the culture through stories and rituals that reinforce core values.
chapter 16
This document discusses organizational culture and how it develops and is sustained within organizations. It defines organizational culture as shared meanings represented through patterns of beliefs, symbols, rituals and practices. A dominant culture expresses core values shared by most members, while subcultures can form around common experiences. A strong culture is characterized by intensely held and widely shared core values that align with strategy, environment and technology to increase effectiveness. Culture acts as a substitute for formal controls by influencing employee behavior. Founders and top management impact culture through actions and decisions, while socialization and learning through stories, rituals, symbols and language transmit culture to new employees over time.
culture in organisation
Organizational culture refers to the collective behaviors, beliefs, and values of people in an organization. It includes an organization's expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with others, and future expectations. It is communicated through the organization's language, traditions, stories, and norms, and impacts how people and groups interact and perform their work. A positive organizational culture that emphasizes employee strengths, rewards more than punishes, and focuses on vitality and growth can boost employee performance.
culture in organisation
Organizational culture refers to the collective behaviors, beliefs, and values of people in an organization. It includes an organization's expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with others, and future expectations. It is communicated through the organization's language, traditions, stories, and norms, and impacts how people and groups interact and perform their work. A positive organizational culture that emphasizes employee strengths, rewards more than punishes, and focuses on vitality and growth can boost employee performance.
Capter 10 leadership of culture 2
This document discusses organizational culture and leadership. It defines organizational culture as a system of shared meanings held by members that distinguishes one organization from others. An organization's culture is manifested in the values, norms, expectations, attitudes and behaviors of its leaders and employees. The document also discusses how organizational culture creates internal unity and helps organizations adapt to external environments. It provides examples of Starbucks' and Bluebird Taxi's mission statements and cultural orientations that have led to their success. Overall, the document emphasizes that effective leadership is needed to shape and reinforce an organization's culture.
ORGANIZATIONAL CULTURE.pptx
Organizational culture is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social and psychological environment of an organization. It includes an organization's expectations, experiences, philosophy, values that guide member behavior and is expressed in member self-image, interactions and future expectations. Culture is based on shared attitudes, customs and unwritten rules developed over time and considered valid.
Similar to Organizational culture (20)
Organizational Culture Dynamics (Organizational Management)
Organizational Culture Dynamics (Organizational Management)
A comperative study of organizational culture of sbi, icici, hdfc bank
A comperative study of organizational culture of sbi, icici, hdfc bank
national Culture and its connect with organizational cultureociety.pptx
national Culture and its connect with organizational cultureociety.pptx
More from AoonRaza1
Light and sources
Light is electromagnetic radiation that produces visual sensation, with wavelengths between 4000-8000 Angstroms. Sources of light include the sun, mercury lamps (high, medium, and low pressure), sodium lamps (low and high pressure), lasers, and light emitting diodes. The sun provides the full visible spectrum, while other sources emit specific wavelengths. Mercury lamps operate at different pressures and temperatures to produce light through electric arcs or gas discharges. Sodium lamps emit monochromatic yellow or pinkish-orange light depending on whether the sodium is warmed. Lasers produce coherent, focused, directional light of a narrow frequency.
Motivation and leadership
Employee motivation describes how committed an employee is to his job, how engaged he feels with the company's goals and how empowered he feels in his daily work. Job motivation can be extrinsic or intrinsic, meaning an employee's motivating factors can come from internal or external sources. An extrinsically motivated employee wants to work well to gain praise, recognition or some financial reward from the company
Aims in education
Education has certain aims such as Knowledge aim, Individual aim, Social aim, Moral aim, Cultural aim and Vocational aim.
Teacher and student mental health
Mental health includes our emotional, psychological, and social well-being. It affects how we think, feel, and act. It also helps determine how we handle stress, relate to others, and make choices. Mental health is important at every stage of life, from childhood and adolescence through adulthood. Over the course of your life, if you experience mental health problems, your thinking, mood, and behavior could be affected.
Problem solving
Problem solving is an instructional method or technique where by the teacher and pupils attempt in a conscious, planned and purposeful effort to arrive of some explanation or solution to some educationally significant difficulty for the purpose of finding a solution.
Managment information system
Management Information Systems (MIS), referred to as Information Management and Systems, is the discipline covering the application of people, technologies, and procedures collectively called information systems, to solving business problems.
More from AoonRaza1 (6)
Recently uploaded
Sethurathnam Ravi: A Legacy in Finance and Leadership
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Integrity in leadership builds trust by ensuring consistency between words an...
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Credit-Management seminar for cooperative power point presentation
Credit-Management seminar for cooperative power point presentation
Strategic Org Design with Org Topologies™
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Chart--Time Management.pdf How to time is spent
Time management is foundation for any successful activity.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
20240608 QFM019 Engineering Leadership Reading List May 2024
Everything I found interesting about Engineering Leadership in May 2024
Team Building and TUCKMANS MODEL Explained
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
innovation in nursing practice, education and management.pptx
MSc nursing 2 nd year Government college of nursing Rajnandgaon Chhattisgarh
Addiction to Winning Across Diverse Populations.pdf
A anaysis dedicated to identify the addiction on winniing by diverse population
Public Speaking Tips to Help You Be A Strong Leader.pdf
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Comparing Stability and Sustainability in Agile Systems
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Employment Practices Regulation and Multinational Corporations
Employment Practices Regulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
All the Small Things - XP2024 Bolzano/Bozen
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
一比一原版(QU毕业证)皇后大学毕业证如何办理
QU本科学位证成绩单【微信95270640】《皇后大学毕业证书原版制作QU成绩单》【Q微信95270640】《仿制QU毕业证成绩单皇后大学学位证书pdf电子图》，A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
实体公司，专业可靠，办理加拿大毕业证|办美国成绩单|做德国文凭学历认证|办新西兰学位证，办澳洲文凭认证，办留信网认证（网上可查，实体公司，专业可靠）铸就十年品质！信誉！实体公司！
文凭办理流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：微信95270640我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。
7完成交易删除客户资料
高精端提供以下服务：
一：皇后大学皇后大学毕业证文凭证书全套材料从防伪到印刷水印底纹到钢印烫金
二：真实使馆认证（留学人员回国证明）使馆存档
三：真实教育部认证教育部存档教育部留服网站可查
四：留信认证留学生信息网站可查
五：与学校颁发的相关证件1:1纸质尺寸制定（定期向各大院校毕业生购买最新版本毕,业证成绩单保证您拿到的是鲁昂大学内部最新版本毕业证成绩单微信95270640）
A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
Resource-mobilization-guide-for-community-based-organizations1.pdf
resource mobilization guidebook for comminute based organizations
Conflict resololution,role of hr in resolution
Conflict resolution techniques in modern day organizations is critical for overall productivity
Enriching engagement with ethical review processes
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Recently uploaded (20)
Sethurathnam Ravi: A Legacy in Finance and Leadership
Sethurathnam Ravi: A Legacy in Finance and Leadership
Integrity in leadership builds trust by ensuring consistency between words an...
Integrity in leadership builds trust by ensuring consistency between words an...
Credit-Management seminar for cooperative power point presentation
Credit-Management seminar for cooperative power point presentation
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
20240608 QFM019 Engineering Leadership Reading List May 2024
20240608 QFM019 Engineering Leadership Reading List May 2024
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
innovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptx
Addiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdf
Public Speaking Tips to Help You Be A Strong Leader.pdf
Public Speaking Tips to Help You Be A Strong Leader.pdf
Comparing Stability and Sustainability in Agile Systems
Comparing Stability and Sustainability in Agile Systems
Employment Practices Regulation and Multinational Corporations
Employment Practices Regulation and Multinational Corporations
Resource-mobilization-guide-for-community-based-organizations1.pdf
Resource-mobilization-guide-for-community-based-organizations1.pdf
Enriching engagement with ethical review processes
Enriching engagement with ethical review processes
Organizational culture
- 1. HELL ! I am Aoon Raza
- 3. ORGANIZATION : 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, form a group for a collective purpose or objective. 🏰
- 4. “ ￮ “Being a great place to work is the difference between being a good company and a great company”
- 5. 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…
- 6. It determines through the organization's Rituals, Beliefs, Values, Means, Norms and Language. As a result the culture of an organization is a sense of identify – ‘who we are’, ‘what we stand for’ and ‘what we do’. In Short, Org. Culture is the way in which ‘things are done in the organization.’ ORGANIZATIONAL CULTURE
- 7. 7
- 8. TYPES OF CULTURE 1.Hierarchy Culture ￮ It is a systematic culture in which every things has its own level and importance. In it every things is done in a systematic process. 2.Market Culture ￮ In such a organizational culture the organizational total depend upon the outside or the external environment. In this culture the main focused in on stability and order with an external orientation in mind. 🌏
- 9. TYPES OF CULTURE 3. Clan Culture ￮ A culture which is flexible and discrete. Here the members as employees share the vision, mission and values of the organization and an atmosphere is created for fun and adventure with the spirits of work for the employees. 4. Adhocracy Culture ￮ Organization that have an adhocracy culture emphasize an orientation towards the external environment with an internal flexibility and discretion. 📖
- 10. ROLE OF AN ORGANISATIONAL CULTURE ￮Culture provides a sense of identity. ￮Culture helps to create a commitment to the vision and the mission of the organization. ￮Culture clarifies and reinforces standards of behavior.
- 11. IMPORTANCE OF AN ORGANISATIONAL CULTURE •It is the culture that decides the way employees interact at their workplace. •It also promotes healthy relationships at workplace (among the employees). •It represents certain predefined guidelines which guide the employees and give them a sense of direction at the workplace.
- 12. Thanks!