An updated look at organizational culture including a brief discussion of three measurement tools and a list of academic references behind the notes on the slides. Some personal (some) commentary as well. Enjoy. Learn. Use.
Organizational culture has a powerful effect on the performance and the long-term effectiveness of organizations. Organizational culture has the power to influence employee behaviors and increase employee commitment and productivity. Therefore, a clear understanding of organizational culture and how to effect its change is important for business leaders because it influences the way that organizations react to the changing demands of the business environment. The goal of this paper is to explore what is meant by organizational culture, why it is important, and how to change an established culture so that it is better aligned with the organization’s strategy.
A very brief overview relating to industrial/organizational psychology and organizational health. Much more specifics required to execute individual or organizational change.
Organizational behavior is the study of how people behave in organizational settings. It draws from fields like psychology, sociology, and management. The document outlines some key elements of organizational behavior including managing self, teams, communication, diversity, cultures, ethics, and change. It also discusses models of organizational behavior such as autocratic, custodial, supportive, and collegial models. Understanding organizational behavior is important for integrating into organizations, improving them, and becoming a better leader, manager, and follower.
ABSTRACT: Meetings, Incentives, Conferences, Exhibition (MICE) are considered that they are not able to give the best performance yet, where the tends to upset the society. Furthermore, the perpetrators of several cases cannot be revealed yet. This study are to measure and analyze the extent to which the MICE organizations performance are influenced by leadership style, organizational culture, and job satisfaction. Study used a quantitative approach with path analysis as its method where 166 MICE CEO were used as its samples. The research findings show that Leadership style significantly affected towards the job satisfaction, but insignificantly affected the organizational performance. Organizational culture significantly affected job satisfaction, but insignificantly affected the organizational performance. Job satisfaction worked as a mediator of the effect between the relationships of leadership styleon organizational performance, and between the relationships of organization cultur to organizational performance.
Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs.
This document discusses organizational culture and climate. It defines organizational culture as shared meanings and beliefs within an organization that act as social glue. Culture is composed of visible elements like stories and rituals as well as invisible elements like shared values and assumptions. Culture forms through top management philosophy and is reinforced through stories, rituals, language and symbols. While strong cultures can benefit organizations, they do not always lead to higher performance if not aligned with the environment. The document also defines organizational climate as the psychological environment reflected in attitudes. It discusses how climate influences motivation, performance and satisfaction within an organization.
The relationship between transformational leadership and organizational effec...Niki Koutrou
Transformational leadership influences major changes in attitudes and builds commitment to an organization's mission. It stimulates new perspectives, generates awareness of vision/mission, develops high ability in followers, and motivates people to look beyond self-interest. Characteristics include idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Organizational effectiveness is understood through goals, system resources, internal processes, and multiple constituencies approaches. Transformational leaders positively impact employee satisfaction, productivity, and effectiveness by managing change, clarifying purpose, creating vision, empowering followers, and coordinating teamwork, resulting in strong organizational culture and indirect relationship with effectiveness. Leaders should develop strong culture through human resource investment and "transforming" people
Organizational culture has a powerful effect on the performance and the long-term effectiveness of organizations. Organizational culture has the power to influence employee behaviors and increase employee commitment and productivity. Therefore, a clear understanding of organizational culture and how to effect its change is important for business leaders because it influences the way that organizations react to the changing demands of the business environment. The goal of this paper is to explore what is meant by organizational culture, why it is important, and how to change an established culture so that it is better aligned with the organization’s strategy.
A very brief overview relating to industrial/organizational psychology and organizational health. Much more specifics required to execute individual or organizational change.
Organizational behavior is the study of how people behave in organizational settings. It draws from fields like psychology, sociology, and management. The document outlines some key elements of organizational behavior including managing self, teams, communication, diversity, cultures, ethics, and change. It also discusses models of organizational behavior such as autocratic, custodial, supportive, and collegial models. Understanding organizational behavior is important for integrating into organizations, improving them, and becoming a better leader, manager, and follower.
ABSTRACT: Meetings, Incentives, Conferences, Exhibition (MICE) are considered that they are not able to give the best performance yet, where the tends to upset the society. Furthermore, the perpetrators of several cases cannot be revealed yet. This study are to measure and analyze the extent to which the MICE organizations performance are influenced by leadership style, organizational culture, and job satisfaction. Study used a quantitative approach with path analysis as its method where 166 MICE CEO were used as its samples. The research findings show that Leadership style significantly affected towards the job satisfaction, but insignificantly affected the organizational performance. Organizational culture significantly affected job satisfaction, but insignificantly affected the organizational performance. Job satisfaction worked as a mediator of the effect between the relationships of leadership styleon organizational performance, and between the relationships of organization cultur to organizational performance.
Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs.
This document discusses organizational culture and climate. It defines organizational culture as shared meanings and beliefs within an organization that act as social glue. Culture is composed of visible elements like stories and rituals as well as invisible elements like shared values and assumptions. Culture forms through top management philosophy and is reinforced through stories, rituals, language and symbols. While strong cultures can benefit organizations, they do not always lead to higher performance if not aligned with the environment. The document also defines organizational climate as the psychological environment reflected in attitudes. It discusses how climate influences motivation, performance and satisfaction within an organization.
The relationship between transformational leadership and organizational effec...Niki Koutrou
Transformational leadership influences major changes in attitudes and builds commitment to an organization's mission. It stimulates new perspectives, generates awareness of vision/mission, develops high ability in followers, and motivates people to look beyond self-interest. Characteristics include idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Organizational effectiveness is understood through goals, system resources, internal processes, and multiple constituencies approaches. Transformational leaders positively impact employee satisfaction, productivity, and effectiveness by managing change, clarifying purpose, creating vision, empowering followers, and coordinating teamwork, resulting in strong organizational culture and indirect relationship with effectiveness. Leaders should develop strong culture through human resource investment and "transforming" people
Effects of Organizational Climate on Employee Motivation and Organizational C...Sameen Salman
Study on the effects of organizational climate on motivation and commitment of employees. this thesis study uses both primary research and secondary data to conclude the relationship between the variables.
This document discusses organizational culture, defining it as the shared values, beliefs, and assumptions that develop within an organization. It outlines several key components of organizational culture, including values, beliefs, practices, and customs. The document also examines how organizational culture is influenced by founders and develops over time, and discusses various models for understanding different types of organizational cultures. It emphasizes the importance of organizational culture for business excellence and employee behavior.
This document discusses organizational culture, defining it as the shared values, beliefs, and norms among members of an organization. It describes the different levels of culture from artifacts to assumptions. It also outlines some of the key functions of organizational culture, such as providing identity and shaping behavior. The document notes that organizational culture can change due to factors like globalization, workforce diversity, and technological innovation.
Organizational behavior (OB) provides a framework to understand life within organizations. OB uses scientific research to help understand and predict organizational dynamics and influences organizational events. It helps individuals understand themselves and others better. OB is important as it helps managers motivate employees, improve labor relations, predict and control human behavior, and effectively utilize resources which leads to higher organizational effectiveness and performance. Understanding OB plays a vital role for managers in assessing and improving an organization.
A Study on Impact of Organization Culture on Employee Behaviour with Special ...YogeshIJTSRD
Organizational culture is characterized by beliefs and convictions that support the organizations objectives. Corporate culture has an effect on employee conduct. Interpersonal relationships, coordination and collaboration between different organizational units, as well as the rewards and incentives provided by their management The management must have the following qualities in order to improve their success in their respective fields B. Kishori | R. Kanimozhi "A Study on Impact of Organization Culture on Employee Behaviour with Special Reference to TNSTC, Perambalur District" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd39999.pdf Paper URL: https://www.ijtsrd.com/management/organizational-behaviour/39999/a-study-on-impact-of-organization-culture-on-employee-behaviour-with-special-reference-to-tnstc--perambalur-district/b-kishori
The document discusses and compares transformational leadership and servant leadership theories. Transformational leadership was initially introduced by James MacGregor Burns in 1978 and focuses on motivating followers to achieve high performance. Servant leadership was introduced by Robert K. Greenleaf in 1971 and prioritizes serving followers' needs first to help them grow. Both styles share similarities like considering individuals and building community, but transformational leadership can be learned while servant leadership is more of a lifestyle. The document provides examples of applying these leadership styles for school leaders to enhance staff and student success.
The document discusses organizational culture and provides information on:
1) It defines organizational culture as the shared values, principles, traditions, and ways of doing things that influence employee behavior.
2) It identifies important dimensions of organizational culture including communication routines, norms, dominant values, and management philosophy.
3) It describes how culture is perpetuated through socialization of new employees, storytelling, and by rewarding behaviors that demonstrate cultural norms.
This document provides an overview of organizational culture and change. It discusses what organizational culture is, how it is created and sustained, and how culture can impact change efforts. The key aspects covered include defining organizational culture, levels of culture, characteristics of culture, managing cultural change, approaches to change management, and sources of resistance to change at the individual and organizational level.
Organizational leadership in the recruitment industryNandu Warrier
This document provides an overview of a session on organizational leadership challenges in the recruitment industry. The session aims to understand theories of leadership, competencies required of modern leaders, and challenges currently facing the recruitment industry. It outlines the session plan which covers definitions of leadership, major leadership theories, organizational leadership challenges, and leadership imperatives. It discusses traits of effective leaders, situational leadership theory, and challenges such as competitive environment and staff turnover. It emphasizes the need for leaders to develop skills like motivation, strategic thinking, and change management to address challenges through innovation, client value addition, and talent retention.
Building Leaders for Corporate Social Responsibility (CSR): A Case Studypaperpublications3
Abstract: According to UN, Corporate Social Responsibility (CSR) is a management concept whereby companies integrate social and environmental concerns in their business operations and interactions with their stakeholders. CSR is an approach which helps a company to achieve a balance of economic, environmental and social constraints popularly known as “Triple-Bottom-Line- Approach”, by addressing the expectation of shareholders and stakeholders at the same time. The HR Manager is responsible to a wide ranging group of employees, communities, and investors. With the impact of information technology and globalization there has been a change in nature of these affairs which is affecting corporate performance. As Hilton and Gibbon (2002) said that Corporate Social Responsibility requires Corporate Social Leadership. This concept has achieved greater consequence due to its importance for growth of the society and its people in particular. This article aims at studying the role of Leadership for CSR, the Leadership practices for CSR Leaders and to study the implication required in converting managers to CSR Leaders. The study is poised basically from journals, conference proceedings, business article etc. The aim of article is to emphasize the importance of CSR leaders towards the progress of the society and for a better planet.
Keywords: Corporate Social Responsibility, Economics and Managing Business, Leadership.
Title: Building Leaders for Corporate Social Responsibility (CSR): A Case Study
Author: Dr. Kishore Kumar Das, Sasmita Sahoo
ISSN 2349-7807
International Journal of Recent Research in Commerce Economics and Management (IJRRCEM)
Paper Publications
www.lifein01.com - for more info
Leadership is a trait of influencing the behavior of individuals, in order to fulfill organizational objectives.
A number of leadership theories have been propounded by various management experts considering behavior, traits, nature, etc. namely, Authoritarian, Laissez-faire, Transactional, Transformational, Paternalistic and Democratic.
The document discusses organizational climate and how human resource practices can influence it. It describes factors that shape climate like involvement, supervisor support, and task orientation. Theories on climate are presented, like the shared-perception model focusing on performance and professional parameters. Key success factors for organizations include recruitment, training, talent management, and knowledge management. Suggestions are made around investing in branding and corporate social responsibility initiatives.
Organizational culture is defined as a set of unique values or beliefs within an organization. It guides decision making and employee behavior, provides identity and commitment to members, and justifies actions. A strong culture can help an organization adapt but also resist change. Visible signs of culture include stories, heroes, rituals, ceremonies, symbols, and myths. There are four main types of organizational cultures: clan, hierarchy, adhocracy, and market. Each has different characteristics in terms of structure, risk-taking, and goals.
This document summarizes key points about organizational culture from Chapter 9 of the textbook "Organizational Behaviour". It defines organizational culture as shared values, beliefs, and assumptions that guide appropriate behavior within an organization. A strong culture helps provide social cohesion but can also hinder change efforts. For a culture to be effectively changed, top management must model new behaviors, change stories and symbols, and select employees who embrace new values.
The empowering element of leading - CICAM fall 2010Ruth Garrett
Two Harvard professors argue that leadership is often discussed only in terms of economic performance rather than purpose. This narrow focus misses leadership's ability to forge meaning and purpose for an organization. While economic results are important, leaders should also focus on intentionally creating an understanding of the organization's meaningful purpose beyond money. Doing so allows leaders to tap into employees' needs to feel valued and valuable through aligning their values with the organization's goals and ideals.
Organizational culture is defined as the shared beliefs, customs, traditions, and values of an organization's members. It is shaped by an organization's founders, leaders, selection practices, and socialization of new employees. Maintaining culture involves selecting new members who share the existing values and socializing them to accept prevailing norms and customs through stories, rituals, symbols, and language used in the organization.
The Denison Culture Model is a way of looking at an organization to identify, codify and understand organizational culture. This overview sums up the model.
Minor project Report " A role of culture on HRM"anagha1992
Organizational culture refers to the shared beliefs, values, and behaviors that characterize an organization. An organization's culture is shaped by its history, leaders, and approaches to challenges. The document discusses how organizational culture influences human resource management (HRM) practices like recruitment, training, and performance management. It also notes that some scholars believe culture drives HRM practices, while others believe HRM practices shape organizational culture. Effective HRM involves understanding and aligning practices with an organization's unique culture.
Presentation S I O P Profiles Of Organizational Culturehjpsiot
The study investigates how four organizational culture traits (involvement, consistency, adaptability, and mission) interact to affect firm financial performance. The researchers found that consistency has variable effects - it is positively related to performance when the other traits are high, but sometimes negatively related when the other traits are low. Specifically, consistency has a more positive effect on market-to-book ratio and sales growth when adaptability and mission are high. But consistency has a negative or diminished effect on these metrics when the other traits are low.
This thesis examines talent management (TM) and the role of leader-member communication through a case study of employees at MAN Diesel & Turbo. The thesis defines TM as identifying each employee's talents and helping them develop skills to maximize performance. It views TM as a relational process requiring effective leader-member exchange (LMX) communication. The study investigates how employees make sense of their LMX relationships and how communication practices shape these relationships. Through qualitative interviews, it finds evidence that high communication frequency, authoritative yet open communication, and recognitive issue-oriented communication help build high-quality LMX relationships that motivate employees and improve performance. The thesis provides guidance for practitioners while emphasizing the continuous and contextual nature of TM.
This document provides a bibliography of sources on working in teams for a university expert training program on social media consulting from 2012-2013. It lists over 40 references from academic journals, books and publications on topics related to teamwork, collaboration, leadership, diversity, and performance. Some of the references date back to the 1980s and 1990s, while most are from the 2000s and 2010s. The references come from sources like the Harvard Business Review, MIT Sloan Management Review, and various business and management books.
Effects of Organizational Climate on Employee Motivation and Organizational C...Sameen Salman
Study on the effects of organizational climate on motivation and commitment of employees. this thesis study uses both primary research and secondary data to conclude the relationship between the variables.
This document discusses organizational culture, defining it as the shared values, beliefs, and assumptions that develop within an organization. It outlines several key components of organizational culture, including values, beliefs, practices, and customs. The document also examines how organizational culture is influenced by founders and develops over time, and discusses various models for understanding different types of organizational cultures. It emphasizes the importance of organizational culture for business excellence and employee behavior.
This document discusses organizational culture, defining it as the shared values, beliefs, and norms among members of an organization. It describes the different levels of culture from artifacts to assumptions. It also outlines some of the key functions of organizational culture, such as providing identity and shaping behavior. The document notes that organizational culture can change due to factors like globalization, workforce diversity, and technological innovation.
Organizational behavior (OB) provides a framework to understand life within organizations. OB uses scientific research to help understand and predict organizational dynamics and influences organizational events. It helps individuals understand themselves and others better. OB is important as it helps managers motivate employees, improve labor relations, predict and control human behavior, and effectively utilize resources which leads to higher organizational effectiveness and performance. Understanding OB plays a vital role for managers in assessing and improving an organization.
A Study on Impact of Organization Culture on Employee Behaviour with Special ...YogeshIJTSRD
Organizational culture is characterized by beliefs and convictions that support the organizations objectives. Corporate culture has an effect on employee conduct. Interpersonal relationships, coordination and collaboration between different organizational units, as well as the rewards and incentives provided by their management The management must have the following qualities in order to improve their success in their respective fields B. Kishori | R. Kanimozhi "A Study on Impact of Organization Culture on Employee Behaviour with Special Reference to TNSTC, Perambalur District" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd39999.pdf Paper URL: https://www.ijtsrd.com/management/organizational-behaviour/39999/a-study-on-impact-of-organization-culture-on-employee-behaviour-with-special-reference-to-tnstc--perambalur-district/b-kishori
The document discusses and compares transformational leadership and servant leadership theories. Transformational leadership was initially introduced by James MacGregor Burns in 1978 and focuses on motivating followers to achieve high performance. Servant leadership was introduced by Robert K. Greenleaf in 1971 and prioritizes serving followers' needs first to help them grow. Both styles share similarities like considering individuals and building community, but transformational leadership can be learned while servant leadership is more of a lifestyle. The document provides examples of applying these leadership styles for school leaders to enhance staff and student success.
The document discusses organizational culture and provides information on:
1) It defines organizational culture as the shared values, principles, traditions, and ways of doing things that influence employee behavior.
2) It identifies important dimensions of organizational culture including communication routines, norms, dominant values, and management philosophy.
3) It describes how culture is perpetuated through socialization of new employees, storytelling, and by rewarding behaviors that demonstrate cultural norms.
This document provides an overview of organizational culture and change. It discusses what organizational culture is, how it is created and sustained, and how culture can impact change efforts. The key aspects covered include defining organizational culture, levels of culture, characteristics of culture, managing cultural change, approaches to change management, and sources of resistance to change at the individual and organizational level.
Organizational leadership in the recruitment industryNandu Warrier
This document provides an overview of a session on organizational leadership challenges in the recruitment industry. The session aims to understand theories of leadership, competencies required of modern leaders, and challenges currently facing the recruitment industry. It outlines the session plan which covers definitions of leadership, major leadership theories, organizational leadership challenges, and leadership imperatives. It discusses traits of effective leaders, situational leadership theory, and challenges such as competitive environment and staff turnover. It emphasizes the need for leaders to develop skills like motivation, strategic thinking, and change management to address challenges through innovation, client value addition, and talent retention.
Building Leaders for Corporate Social Responsibility (CSR): A Case Studypaperpublications3
Abstract: According to UN, Corporate Social Responsibility (CSR) is a management concept whereby companies integrate social and environmental concerns in their business operations and interactions with their stakeholders. CSR is an approach which helps a company to achieve a balance of economic, environmental and social constraints popularly known as “Triple-Bottom-Line- Approach”, by addressing the expectation of shareholders and stakeholders at the same time. The HR Manager is responsible to a wide ranging group of employees, communities, and investors. With the impact of information technology and globalization there has been a change in nature of these affairs which is affecting corporate performance. As Hilton and Gibbon (2002) said that Corporate Social Responsibility requires Corporate Social Leadership. This concept has achieved greater consequence due to its importance for growth of the society and its people in particular. This article aims at studying the role of Leadership for CSR, the Leadership practices for CSR Leaders and to study the implication required in converting managers to CSR Leaders. The study is poised basically from journals, conference proceedings, business article etc. The aim of article is to emphasize the importance of CSR leaders towards the progress of the society and for a better planet.
Keywords: Corporate Social Responsibility, Economics and Managing Business, Leadership.
Title: Building Leaders for Corporate Social Responsibility (CSR): A Case Study
Author: Dr. Kishore Kumar Das, Sasmita Sahoo
ISSN 2349-7807
International Journal of Recent Research in Commerce Economics and Management (IJRRCEM)
Paper Publications
www.lifein01.com - for more info
Leadership is a trait of influencing the behavior of individuals, in order to fulfill organizational objectives.
A number of leadership theories have been propounded by various management experts considering behavior, traits, nature, etc. namely, Authoritarian, Laissez-faire, Transactional, Transformational, Paternalistic and Democratic.
The document discusses organizational climate and how human resource practices can influence it. It describes factors that shape climate like involvement, supervisor support, and task orientation. Theories on climate are presented, like the shared-perception model focusing on performance and professional parameters. Key success factors for organizations include recruitment, training, talent management, and knowledge management. Suggestions are made around investing in branding and corporate social responsibility initiatives.
Organizational culture is defined as a set of unique values or beliefs within an organization. It guides decision making and employee behavior, provides identity and commitment to members, and justifies actions. A strong culture can help an organization adapt but also resist change. Visible signs of culture include stories, heroes, rituals, ceremonies, symbols, and myths. There are four main types of organizational cultures: clan, hierarchy, adhocracy, and market. Each has different characteristics in terms of structure, risk-taking, and goals.
This document summarizes key points about organizational culture from Chapter 9 of the textbook "Organizational Behaviour". It defines organizational culture as shared values, beliefs, and assumptions that guide appropriate behavior within an organization. A strong culture helps provide social cohesion but can also hinder change efforts. For a culture to be effectively changed, top management must model new behaviors, change stories and symbols, and select employees who embrace new values.
The empowering element of leading - CICAM fall 2010Ruth Garrett
Two Harvard professors argue that leadership is often discussed only in terms of economic performance rather than purpose. This narrow focus misses leadership's ability to forge meaning and purpose for an organization. While economic results are important, leaders should also focus on intentionally creating an understanding of the organization's meaningful purpose beyond money. Doing so allows leaders to tap into employees' needs to feel valued and valuable through aligning their values with the organization's goals and ideals.
Organizational culture is defined as the shared beliefs, customs, traditions, and values of an organization's members. It is shaped by an organization's founders, leaders, selection practices, and socialization of new employees. Maintaining culture involves selecting new members who share the existing values and socializing them to accept prevailing norms and customs through stories, rituals, symbols, and language used in the organization.
The Denison Culture Model is a way of looking at an organization to identify, codify and understand organizational culture. This overview sums up the model.
Minor project Report " A role of culture on HRM"anagha1992
Organizational culture refers to the shared beliefs, values, and behaviors that characterize an organization. An organization's culture is shaped by its history, leaders, and approaches to challenges. The document discusses how organizational culture influences human resource management (HRM) practices like recruitment, training, and performance management. It also notes that some scholars believe culture drives HRM practices, while others believe HRM practices shape organizational culture. Effective HRM involves understanding and aligning practices with an organization's unique culture.
Presentation S I O P Profiles Of Organizational Culturehjpsiot
The study investigates how four organizational culture traits (involvement, consistency, adaptability, and mission) interact to affect firm financial performance. The researchers found that consistency has variable effects - it is positively related to performance when the other traits are high, but sometimes negatively related when the other traits are low. Specifically, consistency has a more positive effect on market-to-book ratio and sales growth when adaptability and mission are high. But consistency has a negative or diminished effect on these metrics when the other traits are low.
This thesis examines talent management (TM) and the role of leader-member communication through a case study of employees at MAN Diesel & Turbo. The thesis defines TM as identifying each employee's talents and helping them develop skills to maximize performance. It views TM as a relational process requiring effective leader-member exchange (LMX) communication. The study investigates how employees make sense of their LMX relationships and how communication practices shape these relationships. Through qualitative interviews, it finds evidence that high communication frequency, authoritative yet open communication, and recognitive issue-oriented communication help build high-quality LMX relationships that motivate employees and improve performance. The thesis provides guidance for practitioners while emphasizing the continuous and contextual nature of TM.
This document provides a bibliography of sources on working in teams for a university expert training program on social media consulting from 2012-2013. It lists over 40 references from academic journals, books and publications on topics related to teamwork, collaboration, leadership, diversity, and performance. Some of the references date back to the 1980s and 1990s, while most are from the 2000s and 2010s. The references come from sources like the Harvard Business Review, MIT Sloan Management Review, and various business and management books.
This document provides a bibliography of references related to human resource management, organizational culture, strategy, and banking. It includes over 50 references such as books, journal articles, and reports published between 1964 and 2009. The references cover topics like strategic human resource management, organizational identity, high-performance work systems, cultural diversity, leadership, and reforms in the Indian banking sector.
ReferencesBadshah, S. (2012). Historical study of leadership the.docxlorent8
References
Badshah, S. (2012). Historical study of leadership theories. Journal of Strategic Human
Resource Management, 1(1), 49. Doi number or link needed.
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. City/state: Psychology Press.
Bennis, W. (1959). Leadership theory and administrative behaviour: The problems of
authority. Administrative Science Quarterly , 4, 259-301. Doi number or link needed.
Chaudhry, A. Q., & Javed, H. (2012). Impact of transactional and laissez faire leadership style on
motivation. International journal of business and social science, 3(7). Doi number or link needed.
Clarke, S. (2013). Safety leadership: A meta‐analytic review of transformational and transactional leadership styles as antecedents of safety behaviours. Journal of Occupational and Organizational Psychology, 86(1), 22-49. Doi number or link needed.
Goleman, D. (2000). Leadership that gets results. Harvard business review, 78(2), 4-17. Doi number or link needed.
Irgens, O. M. (1995). Situational leadership: A modification Hersey and Blanchard. Leadership & Organization Development Journal, 16(2), 36. Doi number or link needed.
Landis, E. A., Hill, D., & Harvey, M. R. (2014). A synthesis of leadership theories and styles. Journal of Management Policy and Practice, 15(2), 97. Doi number or link needed.
Luo, H., & Liu, S. (2014). Effect of situational leadership and employee readiness match on organizational citizenship behavior in China. Social behavior and personality: An international journal, 42(10), 1725 - 1732. Doi number or link needed.
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and
leadership development. Journal of business studies quarterly, 5(4), 117. Doi number or link needed.
Peterson, S. J., Galvin, B. M., & Lange, D. (2012). CEO servant leadership: Exploring executive characteristics and firm performance. Personnel Psychology, 65(3), 565-596. Doi number or link needed.
Sedjaya, S., & Sarros, J. C. (2002). “Servant leadership: its origin, development, and application in organizations,” Journal of Leadership & Organizational Studies, 9 (2), pp. 57–64.
Shek, D. T., Chung, P. P., & Leung, H. (2015). How unique is the service leadership model? A comparison with contemporary leadership approaches. International journal on disability and human development, 14(3), 217-231. Doi number or link needed.
Smith, M. A. (2011). Are you a transformational leader? Nursing Management, 42(9), 44-50. Doi number or link needed.
Uzohue, C., Yaya, J., & Akintayo, O. A. (2016). A review of leadership theories, principles, styles and their relevance to management of health science libraries in Nigeria. Journal of Educational Leadership and Policy, 1(1), 17-26. Doi number or link needed.
Yukl, G., Gordon, A., & Taber, T. (2002). A hierarchical taxonomy of leadership behavior: Integrating a half century of behavior research. Journal of leadership & organizational studies, 9 (1), 15-32. Doi number .
Final presentation communicating changeGenevie Aaker
GenevieAaker presented recommendations for organizational changes at the Church Health Center. The Center is moving locations and undergoing a change in structure to align with corporate influence and national nonprofit ideals. Aaker's recommendations include strategically communicating changes with board members, eliminating top-down management, increasing evaluation tools, and managing organizational relationships through diversity and virtual organizations. The presentation analyzed research on organizational communication, implementing change, and communicating change in nonprofits to develop these recommendations.
This document contains a bibliography listing numerous sources related to public administration, leadership, organizational communication, and management in Malaysia. It includes books, journal articles, theses, government reports, and newspaper articles published between 1933-2004. The sources cover topics such as leadership styles, organizational commitment, communication, ethics, and reforms in the Malaysian public sector.
This document outlines a presentation on developing workplace culture for sustainability partnerships. It includes sections on synthesizing literature on prominent sustainability agencies and identifying gaps. The original topic is how organizational development can help businesses prepare their workplace culture for partnerships with government agencies to address sustainability issues like climate change. The presentation provides background on organizational culture, sustainability, and how developing workplace culture can strengthen relationships between businesses and government agencies.
The document discusses sensemaking, which is the cognitive process of creating meaning and understanding from information and experiences. It involves gathering and analyzing data, identifying patterns, constructing narratives, and developing insights. This helps individuals and organizations navigate complexity, make informed decisions, and develop a shared understanding. The sensemaking process includes orientation, collection, interpretation, integration, hypothesis generation, and hypothesis testing. Benefits of sensemaking include enhanced decision-making, adaptability and agility, innovation and creativity, and collaboration and alignment.
1. Traditional Approaches to Leaders’ Impact on OrganizationsSTatianaMajor22
1. Traditional Approaches to Leaders’ Impact on Organizations
Scores of research studies are built on the assumption that effective leadership is a key component essential for organizational success. From the battlefield to the boardroom, we are told, wins and losses are determined by decisions and behaviors of those who lead. The plethora of leadership-training programs may be an indicator that many perceive (or even assume) that there is a direct relationship between leaders and organization performance. In The Leadership Gap: Building Capacity for Competitive Advantage, Weiss and Molinaro (2005) established their premise by stating “leadership has become the primary source of competitive advantage in organizations around the world” (p. 4). These authors used case-study methods to reinforce the ideas that organizations’ lack of leadership capacity can be addressed through leadership development.
But both in research and organizations, there are those who challenge the “effective leadership = enhanced performance” supposition (Dihn, Lord, Gardner, Meuser, Liden, & Hu, 2014; Storey, 2010).
LePine, Zhang, Crawford, and Rich (2016) conducted a three-part study to test relationships among charismatic leadership, stress, and performance. Subjects were members of the United States Marine Corps. Findings suggested that charismatic leader behavior negated the negative effects of stressors on performance according to assessments by the leaders or their supervisors. And these authors found that high-level stressors were more positively viewed when charismatic leader behaviors were exhibited. However, the researchers discovered that charismatic leader behavior did not influence how Marines perceived stressors. An underlying assumption in LePine, Zhang, Crawford, and Rich’s (2016) research was that leaders do affect performance. The results, while not conclusive enough to reject the assumption, did open avenues for new dialogue and recommendations for further testing.
Dihn, Lord, Gardner, Meuser, Liden, and Hu (2014) suggested that the preponderance of research on leadership behaviors and traits may have led to assumptions about an overstated influence of the individual. In Module 1 we examined the evolution of leadership approaches from the early modern era to the postmodern era. We know that context—such as environment, capital, and goals—influences organizational design, structure, and management/leadership practices. We learned that a stable organization relies on controls to gain efficiency. Leader-centric thinking was readily accepted in the modern organization. And, research studies were designed around those assumptions, perhaps even reinforcing those assumptions.
More recently, organizations shifted structures, philosophies, and operating procedures to adapt to social, economic, political, and technological pressures. Even so, leadership researchers continued to outpace other scholars who investigated additional variables that might impact org ...
El papel de la contabilidad social y medio ambiental y la informacion en tiem...Jose Muñoz R
This document discusses issues related to sustainability, corporate social responsibility, and accounting. It addresses the following key points:
1) It discusses the need for organizations to modify attitudes and behaviors to move toward more sustainable models, and for accounting and reporting to incorporate social and environmental impacts.
2) It notes that the current economic crisis has negatively impacted markets, employment, and social welfare. There is a lack of awareness about evolving to more sustainable behaviors.
3) It argues that core values like non-violence, tolerance, honesty, respect for life, justice, and solidarity should form the basis of a global economic system focused on sustainable development.
4) It advocates for organizations to accept responsibility for social and
This document is a thesis from March 2016 that explores using data mining techniques like clustering, classification, and feature extraction to analyze a municipality's human resources database and identify common features of employees who voluntarily left the organization. The goal is to predict future turnover. The thesis finds that years of service, age, and contract level were the most important variables for predicting turnover, while income, job classification, work schedule, and gender were less important. Clustering algorithms identified three quality clusters of employees, and classification rules can calculate the probability of employee turnover based on common features of past leavers.
Do lit review based on themes in leadership using these sources, fDustiBuckner14
The document provides sources for a literature review on themes in leadership, focusing on toxic leadership. It lists several scholarly articles and studies related to topics like toxic leadership, job satisfaction, organizational performance, and leadership styles. The sources come from a variety of academic journals and will help inform a review of literature on leadership, particularly regarding toxic leadership behaviors.
Organisational development This assignment will consist of a critical compara...bkbk37
1) Critically compare two diagnostic models of organizational development.
2) The assignment should draw from the core reading list which includes books and journals on organizational behavior, culture and change, development skills, and leadership.
3) Key resources provided are websites for organizational development materials, journals focused on relationships at work and organizational change, and books on change management tools and models.
Organisational development This assignment will consist of a critical compara...write22
1) Critically compare two diagnostic models of organizational development.
2) The assignment should draw from the core reading list which includes books and journals on organizational behavior, culture and change, development skills, and leadership.
3) Key resources provided are websites for organizational development materials, journals focused on relationships at work and organizational change, and books on change management tools and models.
Explore the work of a transformative entrepreneur or.docxwrite22
The document provides information about an assessment for a course on transformative entrepreneurship. Students must complete a 2200-3000 word essay by March 21st, focusing on either a case study of a transformative entrepreneur or startup, or a feasibility analysis of addressing a social problem. The essay will be worth 100% of the final mark. The document also outlines several course sessions that will cover topics like what is transformative entrepreneurship, identifying problems to address global challenges, launching an impactful business, and understanding customers.
A quick overview (not exhaustive) of the history of the leadership from an academic/scientific perspective. The notes are critical and all citations listed in references (APA) for further reading.
The Wooing(s) of Marketing by Systemic Cybernetics approache(s)Federica Palumbo
Research Poster presented at Consumer Culture Theory Conference "Mapping Consumer Culture. Latitudes, Legends and Declination". June 26-29, Helsinki, Finland.
Studies have shown that employee productivity depends on their edu.docxrosemariebrayshaw
Studies have shown that employee productivity depends on their education level; a more educated employee is more productive. When advertising for vacancies, employers state mandatory education qualifications for a position. Comment by S. Strother: normally you need to give citations when you make statements like this
Managing diversity in Japan and Korea covers HR because of ethnic homogeneity, but the main debate is rooted in gender issues. A study done in 2003 in Korea showed that the participation of women in the economy was 48.9% while in Japan the rate of women participation was 48.3% in 2004. Comment by S. Strother: need the citation
Several studies have shown evidence of positive relationships between gender diversity for board of directors, executive positions, and job performance of organizations but less is known about the impacts of Comment by S. Strother: Comment by S. Strother: You can’t make these statements without support
This study will use a descriptive research design. This design will help the researcher to observe and describe the behavior of the sample population without affecting it (Cooper & Schindler, 2006). The study adopted descriptive research design because of the advantages of using observations, interviews, and questionnaires without changing the environment under study. Comment by S. Strother: This is an entire textbook. Is there something specific you are citing? Comment by S. Strother: Are you doing observations?
A sum of a subset of a population chosen for a study is a sample (Kothari, 2004). Using stratified random sampling, 30% of commercial banks will be selected for this study. This sample will be comprised of managers working in four (4) tier one banks, four (4) tier two banks, and five (5) tier three banks. The sample size includes 230 middle managers from 13 commercial banks headquarters. Comment by S. Strother: But the HQs are not all in Ohio???
8.0 References
Adeleye, I., Fawehinmi, A., Adisa, T., Utam, K., & Ikechukwu-Ifudu, V. (2019). Managing diversity in Nigeria: Competing logics of workplace diversity. In Diversity within Diversity Management. Emerald Publishing Limited.
Ali, M., Kulik, C. T., & Metz, I. (2009, August). The impact of gender diversity on performance in services and manufacturing organizations. In Academy of Management Proceedings (Vol. 2009, No. 1, pp. 1-6). Briarcliff Manor, NY 10510: Academy of Management.
Akewushola, R. O., Elegunde, A. F., & Saka, R. O. (2018). Effects of top management team diversity on organizational performance in the banking industry. Global Journal of Applied, Management and Social Sciences, 15.
Almalki, S. (2016). Integrating quantitative and qualitative data in mixed methods research--challenges and benefits. Journal of Education and Learning, 5(3), 288-296.
Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308- ...
The document discusses various topics related to leadership, including reframing leadership, equipping leaders for the 21st century, innovation, challenges faced by women leaders, and preparing future leaders. It references theories like Bolman and Deal's four frames and examines factors like an individual's personality, passion, and ability to adapt to changes as keys to effective leadership. The document also suggests leaders need skills like effective coaching and empowering teams to address modern challenges and uncertainties.
This talk covers areas of responsible gambling, calling for greater transparency and fair access to data sharing amongst all stakeholders within a gambling ecosystem. Principles 5 and 12 of the EROGamb charter on Responsible Gambling are emphasised.
Siena Heights University graduate class on Negotiation as Process based on text (2011) from Lewicki, Saunders and Barry (McGraw-Hill). A very short top ten list of key points.
The document discusses the strategy and tactics of integrative negotiation. It describes integrative negotiation as focusing on common interests rather than positions, generating options for mutual gain, and finding solutions that satisfy all parties' needs. The key steps are to define problems mutually, understand each party's interests and needs, generate alternative solutions, and evaluate and select solutions based on objective criteria and mutual acceptability. Factors for success include having common objectives, commitment to collaboration over self-interest, trust, and clear communication.
This document provides an overview of key concepts from strategic planning and management literature. It discusses issue clarification, strategy patterns, Mintzberg's perspectives on strategic planning, focusing strategy, strategy mapping, learning organizations, and Miles and Snow's strategic typologies. The resource emphasizes that strategic thinking is more important than any particular planning approach and that alternatives should be evaluated prior to implementation.
This document discusses various theories and approaches to studying leadership. It begins by defining leadership as inspiring collective action for the common good. It then outlines different approaches to studying leadership, including trait, behavioral, contingency, and transformational approaches. The document contrasts the differences between leadership and management, noting that leadership focuses on influencing and changing behavior while management focuses on executing plans and managing resources. It discusses various leadership traits and behaviors identified in trait and behavioral theories. Finally, it outlines Fiedler's contingency theory of leadership, which proposes that effective leadership depends on matching a leader's style to the demands of the situation.
This document discusses influence, empowerment, and politics in organizations. It covers several topics:
1. Types of influence tactics including soft tactics like rational persuasion and hard tactics like pressure. It also discusses outcomes of influence like commitment, compliance, and resistance.
2. Sources of power in organizations including position power, personal power, and different bases of social power.
3. Empowerment and how sharing power with employees can increase their motivation and potential. Several models of empowerment are presented.
4. Organizational politics and how uncertainty can cause political behavior. Different levels of political action and types of political tactics are discussed.
The document discusses various models of communication including Aristotle's model, Laswell's model, Shannon-Weaver model, and Berlo's model. It also discusses barriers to communication such as personal barriers, physical barriers, and semantic barriers. Additionally, it covers topics like assertive communication styles, nonverbal communication, active listening, formal and informal communication channels, and managing email etiquette.
Strategic Planning - Scanning & VisioningJon R Wallace
The document discusses various concepts related to strategic planning and leadership including Porter's value chain, SWOT analysis, internal and external environmental scans, developing a vision and mission, and fostering shared organizational values. It provides examples and quotes from sources like Bryson, Drucker, and Gergen on topics such as visioning, change management, and teamwork. The overall document serves as a reference for key concepts, models, and frameworks that inform strategic planning and leadership.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation 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.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
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/
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
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
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Comparing Stability and Sustainability in Agile SystemsRob Healy
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.
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.
Enriching engagement with ethical review processesstrikingabalance
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
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.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
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.
5. History, Structure & Processes
“A primary contribution of a
manager at the second level or above
is to manage interfaces. The boxes
already have managers; the Senior
manager adds value by managing
the white space between the boxes”
(pp. 7, Rummler & Brache).
12. References
Aguirre, D., Alpern, M., Hull, K., & Von Post, R. (2014). Use culture to pave the way for change. Chief Learning Officer,
13(4), 44-46.
Alavi, M., & Karami, A. (2009). Managers of small and medium enterprises: mission statement and enhanced organizational
performance. Journal of Management Development, 28(6), 555-562.
Appelbaum S. H., Mitraud, A., Gailleur, J., Iacovella, M., Gerbasis, R., & Ivonova, V. (2008). The impact of organizational
change, structure and leadership on employee turnover: A case study. Journal of Business Case Studies. 4(1): 21-38.
Armenakis, A., Brown, S., & Mehta, A. (2011). Organizational culture: Assessment and transformation. Journal of Change
Management, 11(3), 305-328.
Ashleigh, M. J., Higgs, M., & Dulewicz, V. (2012). A new propensity to trust scale and its relationship with individual well-
being: Implications for HRM policies and practices. Human Resource Management Journal, 22(4), 360-376.
Atkinson, C. (2007). Trust and the psychological contract. Employee Relations, 29(3), 227-246.
Avolio, B. J. (1999). Full leadership development: building the vital forces in organizations. California. Sage Publications.
Barbuto, Jr., J. E. (2005). Motivation and transactional, charismatic and transformational leadership: a test of antecedents.
Journal of Leadership & Organizational Studies, 11(4), 26-40.
Baker, B. (2014). Use storytelling to engage and align employees around your strategic plans. Industrial & Commercial
Training, 46(1), 25-28.
Barker, R. T., and Gower, A. Strategic Application of Storytelling in Organizations: Toward Effective Communication in a
Diverse World. Journal of Business Communication. 47: 295-312.
13. References
Bart, C., & Baetz, M. C. (1998). The relationship between mission statements and firm performance: An exploratory study.
Journal of Management Studies, 35(6), 823-853.
Bart, C. K., Bontis, N., & Taggar, S. (2001). A model of the impact of mission statements on firm performance. Management
Decision, 39(1), 19-35.
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership: 2nd edition. New Jersey. Lawrence Erlbaum Associates.
Beer, M., Eisenstat, R. A., & Spector, B. (1990). Why change programs don't produce change. Harvard Business Review,
68(6), 158-166.
Bellah, R. N., Richard Madsen, William M. Sullivan, Ann Swidler, and Steven M. Tipton. (1985). Habits of the heart:
Individualism and commitment in American life. California. University of Berkeley Press.
Biswas, S. (2009). Organizational culture & transformational leadership as predictors of employee performance. The Indian
Journal of Industrial Relations, 44(4), 611- 627.
Boerner, S., Aisenbeiss, A., & Griesser, D. (2007). Follower behavior and organizational performance: The impact of
transformational leaders. Journal of Leadership & Organizational Studies, 13(3), 15-26.
Bradt, G. B., Check, J. A., & Pedraza, J.E. (2009). The new leader’s 100 day action plan: An onboarding process for leaders at
every level (2e). California. Wiley & Sons.
Brady, W. H., & Haley, S. (2013). Storytelling defines your organizational culture. Physician Executive, 39(1), 40-43.
Bryson, J. M. (2011) Strategic Planning for Public and Nonprofit Organizations, 4th Ed. California. Jossey-Bass.
Burns, J. M. (1978). Leadership. New York. Harper.
14. References
Cady, S. H., Wheeler, J. V., DeWolf, J., & Brodke, M. (2011). Mission, vision, and values: What do they say?. Organization
Development Journal, 29(1), 63-78.
Cameron, K. S. & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values
framework. California. Jossey-Bass.
Cascio, W. F. (2006). The economic impact of employee behaviors on organizational performance. California Management
Review, 48(4), 41-59.
Christopher K., B., Nick, B., & Simon, T. (2001). A model of the impact of mission statements on firm performance.
Management Decision, 39(1), 19.
Colquitt, J. A., Scott, B. A., & LePine, J. A. (2007). Trust, trustworthiness, and trust propensity: A meta-analytic test of their
unique relationships with risk taking and job performance. Journal of Applied Psychology, 92(4), 909-927.
Covey, S. (2006). The Speed of Trust. Utah. Coveylink. Retrieved from
http://www.coveylink.com/documents/SOTBookManuscript-Ch1-2.pdf
Crossley, C. D., Cooper, C. D., & Wernsing, T. S. (2013). Making things happen through challenging goals: Leader
proactivity, trust, and business-unit performance. Journal of Applied Psychology, 98(3), 540-549.
Dailey, S. L., & Browning, L. (2014). Retelling stories in organizations: Understanding the functions of narrative repetition.
Academy Of Management Review, 39(1), 22-43.
Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: the rites and rituals of corporate life. Massachusetts. Addison-
Wesley Publishing Company.
15. References
de Brito, M., da Silva, S., & de Jesus Muniz, M. (2010). The meanings of the death of the founder: The constructionist
approach. BAR - Brazilian Administration Review, 7(3), 227-241.
Delobbe, N., Haccoun, R. R., & Vandenberghe, C. (2003). Measuring core dimensions of organizational culture: A review of
research and development of a new instrument. Belgium. Catholic University of Louvain. Retrieved from
http://www.uclouvain.be/cps/ucl/doc/iag/documents/WP_53_Delobbe.pdf
Desmidt, S., & Prinzie, A. A. (2008). The impact of mission statements: An empirical analysis from a sensemaking
perspective. Academy Of Management Annual Meeting Proceedings, 1-6.
Doina, R., Mirela, S., & Constantin, R. (2008). The organizational culture and the factors of its formation. Annals of The
University Of Oradea, Economic Science Series, 17(4), 559-562.
Drucker, P. F. (1990). Managing the non-profit organization. New York. HarperCollins Publishers.
Garvin, D. A., Natarajan, G., & Dowling, D. (2014). Can a strong culture be too strong?. Harvard Business Review, 92(1/2),
113-117.
Goleman, Daniel (1995). Emotional intelligence: Why it can matter more than IQ. New York. Bantam Publishing.
Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership: realizing the power of emotional intelligence.
Massachusetts. Harvard Business School Press.
Halvorson, G. (2013). The culture to cultivate. Harvard Business Review, 91(7/8), 34.
Hartnell, C. A., Ou, A., & Kinicki, A. (2011). Organizational culture and organizational effectiveness: A meta-analytic
investigation of the competing values framework's theoretical suppositions. Journal of Applied Psychology, 96(4), 677-
694.
16. References
Heifetz, R. A. (1994). Leadership without easy answers. Massachusetts. Harvard University Press.
Hofstede, G. H. (1994). VSM94: Value survey module 1994. www.laits.utexas.edu /orkelm/culture/hofstedevms.doc
Hofstede, G., Hofstede, G. J., Minkov, M., & Vinken, H. (2008). Values survey module. Retrieved from
www.geerthofstede.com/media/253/VSM08English.doc
Hofstede, G. (1980). Motivation, Leadership, and Organization: Do American Theories Apply Abroad?. Organizational
Dynamics, 9(1), 42-63.
Jackson, T. A., Meyer, J. P., & Wang, X. (2013). Leadership, commitment, and culture: A meta-analysis. Journal of
Leadership & Organizational Studies (Sage Publications Inc.), 20(1), 84-106.
Ja'afaru Bambale, A. (2014). Relationship between Servant Leadership and Organizational Citizenship Behaviors: Review of
Literature and Future Research Directions. Journal of Marketing & Management, 5(1), 1-16.
Keller, S., & Aiken, C., (March 23, 2009). The inconvenient truth about change management. Chicago. Kinsey. Retreived
from http://www.mckinsey.com/App_Media/Reports/
Financial_Services/The_Inconvenient_Truth_About_Change_Management.pdf
Kelley, T., & Kelley, D. (2012). Reclaim Your Creative Confidence. Harvard Business Review, 90(12), 115-118.
Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 73(2), 59-67.
Kotter, J. P., & Cohen, D. S. (2002). The Heart of change: Real-life stories of how people change their organizations.
Massachusetts. Harvard Business School Publishing.
Kroll, K. M. (2014). Stop the turnover. PM Network, 28(4), 52-57.
17. References
Mallinger, M., Goodwin, D., & O'Hara, T. (2009). Recognizing organizational culture in managing change. Graziadio
Business Report, 12(1). Retrieved from http://gbr.pepperdine.edu/2010/08/recognizing-organizational-culture-in-
managing-change/.?
Mallinger, M. & Rossey, G. (1999). Film as a lens for teaching culture: Balancing concepts, ambiguity and paradox. Journal
of Management Education. 27(5): 608-624.
Martin, R. L. (2014). The Big Lie of Strategic Planning. Harvard Business Review, 92(1/2), 78-84.
Martin, R. (2009). The Design of Business. Massachusetts Harvard Business School Press.
Melchar, D. E., & Bosco, S. M. (2010). Achieving High Organization Performance through Servant Leadership. Journal of
Business Inquiry: Research, Education & Application, 9(1), 74-88.
Minkov, M., & Hofstede, G. (2012). Hofstede’s fifth dimension: New evidence from the world values survey. Journal of
Cross-Cultural Psychology, 43(1), 3-14.
Motavalli, J. (2009). Ford’s quality horrors – and turnaround – detailed in plant foreman’s book. Retreived from
http://www.cbsnews.com/news/fords-quality-horrors-and-turnaround-detailed-in-plant-foremans-book/
Pepper, G. L. (1995). Communicating in organizations: A cultural approach. New York. McGraw-Hill.
Peterson, S. J., Walumbwa, F. O., Avolio, B. J., & Hannah, S. T. (2012). The relationship between authentic leadership and
follower job performance: The mediating role of follower positivity in extreme contexts. The Leadership Quarterly,
23(3), 502-516.
Rath, T., & Conchie, B. (2008). Strength based leadership: great leaders, teams and why people follow. New York. Gallup
Press.
18. References
Robinson, J. (2014). The enemy within. Entrepreneur, 42(3), 58-62.
Rummler, G. A., & Brache, A. P. (1995). Improving performance: how to manage the white space on the organization chart.
California. John Wiley & Sons.
Russo, M. V., & Harrison, N. S. (2005). Organizational design and environmental performance: Clues from the electronics
industry. Academy Of Management Journal, 48(4), 582-593.
Sadler, P. J., & Hofstede, G. H. (1976). Leadership styles: Preference and perceptions of employees of an international
company in different countries. International Studies of Management & Organization, 6(3), 87-113.
Sarros, J. C., Cooper, B. K., & Santora, J. C. (2008). Building a climate for innovation through transformational leadership and
organizational culture. Journal of Leadership & Organizational Studies, 15(2), 145-158.
Schein, E. H. (1985). Organizational culture and leadership: A Dynamic View. California. Jossey-Bass.
Schein, E. H. (1983). The role of the founder in creating organizational culture. Organizational Dynamics, 12(1), 13-28.
Schein, E. H. (1986). What you need to know about organizational culture. Training & Development Journal, 40(1), 30-33.
Schein, E. H. (2003). On dialogue, culture, and organizational learning. Reflections, 4(4), 27-38.
Schein, E. H. (2010). Organizational culture and leadership. California. Jossey-Bass.
Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., Roth, G., & Smith, B. J. (1999). The Dance of change: the challenges to
sustaining momentum in learning organizations. New York. Bantam Doubleday Dell Publishing Group.
Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., & Smith, B. J. (1994). The fifth discipline fieldbook: Strategies and tools
for building a learning organization. New York. Bantam Doubleday Dell Publishing Group.
19. References
Shanock, L., & Eisenberger, R. (2006). When supervisors feel supported: Relationships with subordinates' perceived
supervisor support, perceived organizational support, and performance. Journal of Applied Psychology, 91(3), 689-695.
Taras, V., Kirkman, B. L., & Steel, P. (2010). Examining the impact of Culture's consequences: A three-decade, multilevel,
meta-analytic review of Hofstede's cultural value dimensions. Journal of Applied Psychology, 95(3), 405-439.
Vizeu, F., & Regina Souza Matitz, Q. (2013). Organizational sacralization and discursive use of corporate mission statements.
BAR - Brazilian Administration Review, 10(2), 176-194.
Waisfisz, B. (2011). An organizational culture perspective. Retrieved from http://geert-hofstede.com/tl_files/art
%20organisational%20culture%20perspective.pdf
Watty-Benjamin, W., & Udechukwu, l. (2014). The relationship between HRM practices and turnover intentions: A study of
government and employee organizational citizenship behavior in the Virgin Islands. Public Personnel Management,
43(1), 58-82.
Worstall, T. (2012). The story of Henry Ford’s $5 a day wages: It’s not what you think. New York. Forbes. Retreived from
http://www.forbes.com/sites/timworstall/2012/03/04/the-story-of-henry-fords-5-a-day-wages-its-not-what-you-think/
Yoon Jik, C., & Hanjun, P. (2011). Exploring the relationships among trust, employee satisfaction, and organizational
commitment. Public Management Review, 13(4), 551-573.
The impact of internal and external forces upon organizations requires adaptability and change at increasing speed (Kotter & Cohen, 2002; Mallinger, Goodwin, & O’Hara, 2009). Organizational culture is always the responsibility of leadership (Avolio 1999; Deal, 1982; Heifetz, 1994, Jackson, Meyer & Wang, 2013; Ja'afaru Bambale, 2014; Melchar & Bosco, 2010; Pepper, 2002; Peterson, Walumbwa, Avolio & Hannah, 2012; Schein, 2010; Senge, Kleiner, Roberts, Ross, Roth & Smith, 1999; Walumbwa, Hartnell & Oke, 2010). Leadership cannot effectively change organizational culture without self-knowledge and vision (Goleman, 1995; Goleman, Boyatzis & McKee, 2002; Drucker, 1990). While too often negative behavior by organizational management is publicized, positive leadership creating organizational culture change requires moving the hearts and minds of engaged followers through both the vision communicated and behavior of those in authority power (Deal, 1982; Avolio 1999; Senge, Kleiner, Roberts, Ross, & Smith, 1994; Kouzes & Posner, 2007). Thus any lasting change in culture is a change of behavior which occurs both in followers and leaders. Heifetz (1994) and Schein (2003; 2010) argue that organizational culture change requires years to develop though more recently successful sustainable efforts have been achieved (Bradt, Check & Pedraza, 2009; Deal, 1982; Mallinger, 2009) if multiple factors are aligned. Despite considerable research too often change efforts fail because organizational culture is either ignored during strategic planning or assumed by leadership without sufficient data or a clear understanding of the term.
Depending on one’s experience the word culture is often mentally translated into ethnicity - referring to the values, beliefs and practices of family, region, society and country. While ethnicity and country of both origin and residence/work life have a role to play (Hofstede, 1980) they are only a small part of defining organizational culture. At the most basic level Deal and Kennedy define organizational culture as “the way we do things around here” (pg. 4, 1982). Doing things the way they’ve always been done leads to extinction though. Schein (2003, 2010) states that the challenge of leadership is to evolve the culture of the organization to be more adaptive to both internal and external forces, and that leadership cannot be defined without considering organization culture. At its research core there are seven underlying dimensions of organizational culture: The nature of time; the nature of human activity, relationships and human nature; the nature of truth and reality; diversity versus homogeneity; and the organization’s relationship to its environment (Schein, 1985). As the science has grown over the past 35 years Schein (2010) describes organizational culture as the outwardly observable structures, processes, mission, vision, strategies and goals of an organization reaching toward the more difficult to determine underlying feelings and beliefs of organizational participants that drive performance. Pepper (1999) states organizational culture is discovered by analyzing multiple types and levels of organizational communication which are observable both past and present. For the average layman or business leader this sounds like too complicated of a psychological analysis when trying to meet quarterly objectives but the importance of understanding one’s organizational culture cannot be taken lightly. Nor it is as time consuming or expensive as it may appear.
The primary forefathers of organizational culture theory are Geert Hofstede in Europe and Edgar Schein in the United States. Schein first began publishing in the 1950’s, Hofstede in the 1960’s and both continue to have a major impact on organizational and academic research globally today. One can only imagine the knowledge that could be gleaned while serving them as wait staff during an evening meal (joining them at the table being too presumptuous). The culture of any organization begins with the founders before passing to other family members or professional managers (Burns, 1978; de Brito, da Silva & de Jesus Muniz, 2010; Doina, Mirela, & Constantin, 2008; Schein, 1983). An abundance of research links leadership, organization citizenship behavior (OCB) and organizational learning culture (OLC) to productive changes in organizational culture (Bass et al., 2003; Biswas, 2009; Barbuto, 2005; Boerner & Griesser, 2007; Rowold & Roman, 2009; Sarros, Cooper, & Santora, 2008; Wang & Huang, 2009; Wolfram & Mohr, 2009; Kotter & Cohen, 2002). The ability of leadership to gain trust (transactional) through the dissemination and control of information (communication) which creates the necessary adaption of follower attitudes, habits, values, and relationships (transformational) in order to begin effective problem solving begins first in the hearts and minds (Bellah, Madsen, Sullivan, Swidler & Tipton, 1985; Heifetz, 1994; Pepper, 1995). Founder Henry Ford is quoted above because experiencing in order to increase employee motivation and reduce turnover at a time when the firm was hiring 52,000 employees annually to keep only 14,000 he raised wages from the national average of $2.25 a day to $5.00 a day (Worstall, 2012). While overcoming the difficulties the Ford company had in the 1970’s are much attributed to the work of Edward Deming and Total Quality Management (Motavalli, 2009) there certainly is a role in the adoption of the mission statement “Quality is Job #1” that all organizational stakeholders could clearly understand and support. The foundation of organizational culture and change is demonstrated by the integrity, vision, and will of leadership to tie individual and organizational mission and values together toward achieving a common goal. The increased adaptation of workloads, organizational strategies, missions, values, and funding streams requires an extreme level of leadership when compared to more stable environments.
For-profit or non-profit organizations often face high turnover of employees/volunteers leading to a lack of positive perception from stakeholders which contributes to decreasing organizational performance (Cascio, 2006; Garvin, Natarajan & Dowling, 2014; Kroll, 2014;; Watty-Benjamin & Udechukwu, 2014). Sarros, Cooper and Santora (2008) examined the relationship between transformational leadership, organizational culture and organizational innovation finding that “vision, setting high performance expectations, and caring for fellow workers through individual support are powerful forces in the culture-leadership relationship” (pp.154). The key components are the mission-vision of an organization’s leaders, the ability to impart that mission-vision across the organization, and the support given to subordinates in creativity and innovation that create a culture which enables success in a time of uncertainty (Alavi & Karami, 2009; Bart, Bontis & Taggar, 2001). There is no denying the importance of mission, vision and values to organizational trust, alignment and performance (Bart & Baetz, 1998; Cady, Wheeler, DeWolf, & Brodke, 2011; Christopher, Nick & Simon, 2001; Schein, 2010). The shared assumptions of an organization are paramount to understanding the existing organizational culture prior to implementing any desired change (Schein, 2010) which is why deeper engagement is needed. Although often long and convoluted, mission and vision statements must be concise and clear since they provide direction and purpose for existence and all activities internally as well as external stakeholder perceptions (Vizeu & Souza Matitz, 2013). Clarity is important in that language barriers may exist between organizational members (based on education, position, task) but leaders must align individual and organizational purpose, mission, vision and values may create a more trustworthy corporate culture increasing job satisfaction and performance outcomes while reducing turnover intention (Crossley, Cooper, & Wernsing, 2013; Schein, 2010; Shanock & Eisenberger, 2006). In a knowledge based society team members need to understand the answer to why. The ability of an organization to develop a culture adhering to core values (trust) but readily willing to abandon historical principles no longer applicable in the current environment is crucial for sustainable success.
As previously stated a core foundation for effective organizational culture change is the trust and vision shared between leaders and followers (Schein, 1995, 2004; Pepper 1995, Goleman, Boyatzis & McKee, 2002; Rath & Conchie, 2008). Living on historical successes or failures as time passes and the organization becomes more complex, as the environment changes, and as technology becomes more complicated becomes a liability. Defining the system and identifying, missing, unnecessary, confusing, or misdirected inputs or outputs that are causing the problem is managing the white space (represented by the stars above). Figuring out what happens during a process when the baton is passed, not the official corporate transactional view of the organization, is how performance can be improved on all three levels to reach replicable organizational culture change (Rummler & Brache, 1995). Organizational structure and processes have strong impact on culture that cannot simply be instantly changed by leadership but must be guided by the practices, skills and procedures that are implemented with sufficient resources, reinforcements and rewards (Appelbaum, Mitraud, Gailleur, Iacovella, Gerbasis & Ivonova, 2008; Gardner, 2006). A 2013 global Booz and Allen survey of over 2200 employees including executives showed 96% believe their organizational culture needed to change noting that leadership needs to understand, reinforce and live by cultural values communicated through all levels of the firm (Aguirre, Alpern, Hull & Von Post, 2014). What structure is best for the company given the market environment, core competencies and intended outcomes falls in the realms of organization design which will be discussed shortly.
The organization design and change movements (Total Quality Management, Reengineering, Six Sigma, Lean) through the relatively young history of the science still often fail to produce the desired outcomes (Beer, Eisenstat & Spector, 1990; Keller & Aiken, 2009; Olson, 2008). IBM (2008) reported that while over 83% of CEO’s expect substantial change to be continual, only 41% of projects reached successful completion. Researching more than 100 firms, Kotter (1995) found that more than half of change efforts failed. Although Beer, Eisenstat and Spector state that focusing on culture does not cause the successful change efforts that aligning employee responsibilities, roles and relationships will. That alignment both internally and externally understanding the gaps between where the organization is and the desired level of functioning and production is exactly what organizational culture survey tools provide. Bryson (2011) makes an excellent case for internal and external environmental scanning as part of strategy planning and implementation. More recently Dr. Roger Martin (2014) notes the standard models often used for strategic planning are dead, and that both internally and externally the performance metrics need to be tied to customer satisfaction and market share (external). Internally within the organization Martin (2009) espouses Design Thinking whereby employees use both intuitive and analytical thinking, what David Kelley (IDEO and Stanford University) would refer to as the hands on process where one focuses on the end user, overcomes fear of the unknown, of losing control, and of being judged (Kelley & Kelley, 2012). This level of organizational culture only comes about through trust; in the highest levels of leadership partially, but in direct managers and team members specifically (Ashleigh, Higgs & Dulewicz, 2012; Atkinson, 2007; Colquitt, Scott & LePine, 2007; Covey, 2006; Yoon Jik & Hanjun, 2011). Whether internal or external stakeholders organizational culture measurement tools can provide leadership with an affordable and fairly quick means of understanding the differences between the surface level interactions and the meanings often not discussed that drive behavior and performance.
A quick Google search of organizational culture measurement tools (or instruments) reveals nearly 400,000 entries. Certainly every major consulting firm whether global or national in nature either has developed their own version or uses one of the more established models. Delobbe, Haccoun and Vandenberghe (2003) conducted a study of 20 existing culture measurement instruments at that time, creating one of their own in the process. Based on the extensive work of Dr. Schein, Armenakis, Brown and Mehta (2011) developed and tested the Organizational Ethical Practices Audit (OEPA) for use by a 102 year old family business which leadership effectively used to transform the firm’s culture. The consultant (a student of life-long learning and adjunct professor) has used two specific tools with several organizations in the past. That experience has taught that while standard quantitative tools, including the three to be discussed next may be insufficient without either coinciding or follow-up qualitative data specifically relating to the meaning of the organization’s mission, vision, values both espoused and observed. Too often organizational decisions (process, structure, strategy, objectives) are made without this intimate knowledge with mixed results. A simple truth Bill Murray stated in the film Stripes, “It’s not just the uniforms you wear, it’s the stories you tell.” Within larger organizations or small family businesses, the stories stakeholders tell about the organization are crucial to understanding resistances to change and roadblocks in organizational culture as well as used to engage, encourage and motivate (Baker, 2014; Brady & Haley, 2013; Barker & Gower, 2010; Dailey & Browning, 2014; Pepper, 1995; Schein, 2010).
Geert Hofstede founded and worked at the IBM personnel research department in Europe during which time he conducted nationals values differences surveys with over 117,000 employees leading to a number of published studies in the 1970’s and the creation of the organizational culture survey with four anthropological dynamics: Uncertainty avoidance, masculinity, power-distance, and individualism. Over the next forty years of research globally both by The Hofstede Centre and numerous scholars and consultants was further developed to include two additional dimensions: Long vs. short-term orientation, and restraint vs. indulgence. Specifically related to organizational management and change Hofstede, working with Bob Waisfisz developed an additional tool containing eight separate categories: Local vs. professional, means -oriented vs. goal-oriented, easy or strict work discipline, external or internal drive, closed vs. open system, degree of identification with the organization, employee or work oriented, and the degree of identification with leadership (Waisfisz, 2011). For global organizations or smaller firms with international clients, these tools may provide more insight into organizational dynamics. Consulting firm ITIM International owns the rights to multiple cultural survey tools related to management, change and strategy and while the global client list is impressive cost is beyond the reach of smaller organizations. Hofstede’s values model (1994, 2008; 2013) is a simple 30 question tool available for free download and use by researchers.
Dr. Mark Mallinger has consulted and taught at the University of Pepperdine (though like Hofstede now partially retired) and in 1999 collaborated with Dr. Gerard Rossey at California State University in Northridge. That work resulted in what’s now known as the integrated cultural framework, an easy to use 5 point Likert-type scale questionnaire with 35 questions that correlate to six categories: Ability to influence, ability to handle ambiguity, individual or collective orientation, use of time, use of space, and achievement orientation. Dr. Mallinger provides the survey tool, a scoring rubric and framework for understanding the concepts for free to those who ask, requesting only that the anonymous results be provided. The consultant has used this tool several times in combination with qualitative mission-vision-values statement questions and the Multi-factor Leadership Questionnaire to enable organizational leadership to better comprehend the differences between executive, middle manager, and entry level employee engagement feedback before entering organizational culture and performance change with considerable success.
There are a number of competing values framework survey tools available but the graphics above come from the work of Dr.’s Cameron and Quinn at the Ross School of Business at the University of Michigan. This larger 60 question (5 point Likert-type scale) survey is available for free as are the guides for use. A collection of experts including faculty from a number of Universities will provide an analysis of the data in the form of a 15 slide PowerPoint for $600 dollars. The competing values framework takes into account four specific types of organizational cultures which vary depending on the product or service: Collaborative (also referred to as Clan culture) where the focus is on community, shared values and trust; Creative (also referred to as Adhocracy) where innovation, entrepreneurial spirit, and risk taking are encouraged; Control (Hierarchy focused) where structure, stability and efficiency are the focus; and Compete (Market directed) where performance, achievement and results are the key drivers. One of the significant differences in this measurement tool is that it asks participants to create a ranking for how things are now, and where they think the organization should be in the future as demonstrated by the graph above. All organizations exhibit some characteristics along the grid (creative organizations with no financial controls cease to exist) but being able to visually grasp the gaps between now and a desired future can be extremely useful in engaging participants in the how of achieving desired outcomes.
As with leadership measurement tools it is the author’s position that there is no one absolutely correct measurement tool for measuring organizational culture. The best assessment is the one that fits the organization in terms of time, accessibility and the data needed to be analyzed. Firms with larger corporate learning or human resources budgets, and certainly those in any stage of mergers or acquisitions can generally afford to hire consultants to administer the surveys and provide feedback. Smaller for-profit and many non-profit organizations may simply not have the funds but may be able to engage local or regional graduate students studying the fields of leadership, management, organizational culture, change and human resources to conduct the research and return professional reports as a means of learning practice. Too often the concepts and all of the components of organizational culture are overlooked or downplayed but the importance of this information as one piece in the many factors businesses must consider in developing the best talent, solving product and service needs for constituents, and creating a more sustainable and hospitable future for local, regional and global societies. The question is not whether organizational culture theory and practice is valid after 40 years of research, but when will it be recognized for the valuable and needed contributions made to improving the well-being of multiple stakeholders while improving outcomes.