Organizational culture and Societal culture
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Organizational culture for human behavior in organization
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 culture...
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We visited a company and discussed with them culture of Organization
Organization culture
Organizational culture refers to the shared values, beliefs, and assumptions that develop within an organization over time. It provides a sense of identity for members and enhances commitment to the organization's mission. A strong organizational culture is one in which core values are intensely held and widely shared. Culture is learned through artifacts, espoused values, and underlying assumptions. While most members share the dominant culture, subcultures may also form around different experiences or departments. Maintaining culture involves selection practices, actions of top management, and socialization of new employees. Organizational climate refers to current patterns of behavior and feelings in an organization, reflecting the shared perceptions of how things are done. It is shaped by and influences organizational culture.
Organisational culture
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Do Organizations Have Uniform Cultures?
What Is Organizational Culture? (cont’d)
What Do Cultures Do?
How Culture Begins?
Keeping Culture Alive
Stages in the Socialization Process
How Employees Learn Culture
Creating An Ethical Organizational Culture
Creating a Customer-Responsive Culture..
Org. culture
This document discusses organizational culture, including what it is, how it forms and is maintained, and its functions and liabilities. It defines organizational culture as the shared meanings and behaviors of members that distinguish one organization from others. Cultures begin through the actions and values of founders and are kept alive through employee selection, socialization, and top management reinforcement of norms. Strong cultures with intensely held values can substitute for formal rules and procedures. The document also discusses creating ethical and positive cultures, as well as the concepts of workplace spirituality and characteristics of spiritual organizations.
HR: Organisational Culture
Organizational culture provides a sense of identity and shared values for members. It enhances commitment to the organization's mission and clarifies standards of behavior. Organizational culture is reflected in core values like sensitivity to customers and employees, freedom to innovate, and willingness to accept risks. Culture is shaped by the founders and leadership and is learned through socialization of new members. There can be multiple subcultures within an organization.
Lecture 4 organizational culture
Organizational culture stems from the actions of founders through selection, socialization, and role modeling. Cultures are sustained through selection processes, managerial actions that establish norms, and socialization methods for new employees. Employees learn the culture through stories, rituals, symbols, and language that express and reinforce key organizational values. Managers can promote ethical, positive cultures by visibly rewarding ethical behavior and being role models of the desired culture.
Organizational culture
This presentation includes an abstract meaning of organizational culture, their elements and the outcome of utilizing these cultural structure.
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Organizational culture for human behavior in organization
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 culture...
This is Topic of Organizational Behavior.
We visited a company and discussed with them culture of Organization
Organization culture
Organizational culture refers to the shared values, beliefs, and assumptions that develop within an organization over time. It provides a sense of identity for members and enhances commitment to the organization's mission. A strong organizational culture is one in which core values are intensely held and widely shared. Culture is learned through artifacts, espoused values, and underlying assumptions. While most members share the dominant culture, subcultures may also form around different experiences or departments. Maintaining culture involves selection practices, actions of top management, and socialization of new employees. Organizational climate refers to current patterns of behavior and feelings in an organization, reflecting the shared perceptions of how things are done. It is shaped by and influences organizational culture.
Organisational culture
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Do Organizations Have Uniform Cultures?
What Is Organizational Culture? (cont’d)
What Do Cultures Do?
How Culture Begins?
Keeping Culture Alive
Stages in the Socialization Process
How Employees Learn Culture
Creating An Ethical Organizational Culture
Creating a Customer-Responsive Culture..
Org. culture
This document discusses organizational culture, including what it is, how it forms and is maintained, and its functions and liabilities. It defines organizational culture as the shared meanings and behaviors of members that distinguish one organization from others. Cultures begin through the actions and values of founders and are kept alive through employee selection, socialization, and top management reinforcement of norms. Strong cultures with intensely held values can substitute for formal rules and procedures. The document also discusses creating ethical and positive cultures, as well as the concepts of workplace spirituality and characteristics of spiritual organizations.
HR: Organisational Culture
Organizational culture provides a sense of identity and shared values for members. It enhances commitment to the organization's mission and clarifies standards of behavior. Organizational culture is reflected in core values like sensitivity to customers and employees, freedom to innovate, and willingness to accept risks. Culture is shaped by the founders and leadership and is learned through socialization of new members. There can be multiple subcultures within an organization.
Lecture 4 organizational culture
Organizational culture stems from the actions of founders through selection, socialization, and role modeling. Cultures are sustained through selection processes, managerial actions that establish norms, and socialization methods for new employees. Employees learn the culture through stories, rituals, symbols, and language that express and reinforce key organizational values. Managers can promote ethical, positive cultures by visibly rewarding ethical behavior and being role models of the desired culture.
Organizational culture
This presentation includes an abstract meaning of organizational culture, their elements and the outcome of utilizing these cultural structure.
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culture in organisation
Organizational culture refers to the collective behaviors, beliefs, and values of people in an organization. It includes an organization's expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with others, and future expectations. It is communicated through the organization's language, traditions, stories, and norms, and impacts how people and groups interact and perform their work. A positive organizational culture that emphasizes employee strengths, rewards more than punishes, and focuses on vitality and growth can boost employee performance.
Organisational culture
Organizational culture is defined as shared perceptions held by members of an organization and can include subcultures within departments. Origins of culture include founders' values, the external environment, and the nature of work. Typical American culture is quick decision-making, individual contribution linked to goals, focus on ROI, and work-life balance. Typical Japanese culture emphasizes consensus decision-making, group contribution, process over just ROI, and priority of work over personal life. Theory Z proposes long-term employment, consensus decision-making, individual recognition, and holistic employee concern can improve performance. Culture is communicated through stories, rituals, symbols, values, and assumptions and shapes acceptable behavior and decision-making.
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This document discusses organisational culture and provides details on its key characteristics and how it is created and sustained within an organisation. It describes organisational culture as the shared meanings and beliefs held by organisational members. Seven key characteristics of organisational culture are identified: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. The document also examines how organisational culture is created by founders and kept alive through selection processes, leadership, and socializing new employees.
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This document discusses organizational culture, defining it as shared assumptions, values and beliefs that influence how employees behave. It outlines seven primary features of culture, levels of culture, and how culture is transmitted through stories, rituals, symbols and language. The importance of culture in guiding employees and creating identity is described. Examples of Google's strong culture are provided, and the conclusion stresses the importance of an inclusive culture that makes all employees feel safe and welcome.
Organizational Culture
This document defines organizational culture and describes its key elements. It discusses that culture is comprised of shared beliefs, assumptions, values and norms that shape group behavior. Culture is transmitted through socialization and exists when shared by most group members, passed between generations, and influences behavior. The core elements of culture include observable practices/symbols and deeper assumptions/values. The document then examines different types of organizational cultures like bureaucratic, clan, market, and entrepreneurial cultures and how they influence behaviors and performance. Finally, it discusses how strong, well-socialized cultures can enhance performance and satisfaction if a common style is developed and reinforced.
Culture
Organizational culture is defined as the shared values, beliefs, and norms that are developed in an organization. It is the soul of an organization that provides direction, identity, and cohesion. There are several models for describing organizational culture types such as power versus role versus task cultures, and control versus compete versus collaborate versus create cultures. Developing and sustaining culture involves establishing shared values and assumptions, creating a vision and mission, socializing new employees, and actions from top management to reinforce the culture. Organizational culture impacts objectives, work ethics, motivation, processes, performance, and provides a sense of identity and commitment. Maintaining, reinforcing, and managing changes to culture are important ongoing issues.
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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.
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This document discusses organizational culture, including its definition, characteristics, elements and how it forms. It defines organizational culture as a system of shared meaning among members. Key elements include shared values, assumptions, artifacts like language, stories, rituals and physical structures. Culture forms based on founders' philosophy and is reinforced through socialization, symbols and stories. Strong cultures can increase commitment but also inhibit change. The four main culture types are clan, adhocracy, hierarchy and market. Culture affects organizational effectiveness and performance.
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Culture consists of shared understandings like ways of thinking and feeling that distinguish human groups. Organizational culture refers to values and behaviors that develop in an organization, while national culture is broader and develops over generations. Organizational culture is created through hiring and socializing employees and by leaders serving as role models, and it is sustained through practices like selecting culturally aligned employees, actions by top managers, and socializing new employees.
Organisational culture
Please verify the copyrights before reusing this presentation.It was prepared for personal use.
Best regards ,
Amit.
Organizational culture
Organizational culture refers to shared meanings and behaviors among members of an organization. It is shaped by founders and reinforced over time through socialization, stories, rituals, and symbols. A strong culture with clear values can increase commitment and coordination but may also resist change and diversity. Managers can develop an ethical culture through role modeling, training, and rewarding ethical conduct. National culture also influences how organizational culture is expressed in other countries.
Organizational culture
Organizational culture is defined as the shared meanings, values, and beliefs of members within an organization. It distinguishes one organization from others and influences employee behavior. Strong cultures provide benefits like consistency and commitment but can also lead to inflexibility and resistance to change. National culture differs from organizational culture in its level of impact on employees and origins from consistency in practices rather than values. An organization's culture defines its identity, provides a sense of purpose, and facilitates commitment among members.
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This document provides an overview of cross-cultural management concepts including:
- Culture is learned behavior shared among members of a society that influences norms, values, and practices.
- Elements of culture include language, values, norms, attitudes, customs, and more.
- Cultural determinants include religion, language, education, and social structure.
- Cross-cultural theories like Hofstede analyze cultural dimensions like power distance, uncertainty avoidance, and individualism vs collectivism that influence behaviors.
- Understanding cultural differences is important for effective cross-cultural communication and management.
Types of organizational culture
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.
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Organizational culture is defined as shared perceptions held by members of an organization and can include subcultures within departments. Origins of culture include founders' values, the external environment, and the nature of work. Typical American culture is quick decision-making, individual contribution linked to goals, focus on ROI, and work-life balance. Typical Japanese culture emphasizes consensus decision-making, group contribution, process over just ROI, and priority of work over personal life. Theory Z proposes long-term employment, consensus decision-making, individual recognition, and holistic employee concern can improve performance. Culture is communicated through stories, rituals, symbols, values, and assumptions and shapes acceptable behavior and decision-making.
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This document discusses organisational culture and provides details on its key characteristics and how it is created and sustained within an organisation. It describes organisational culture as the shared meanings and beliefs held by organisational members. Seven key characteristics of organisational culture are identified: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. The document also examines how organisational culture is created by founders and kept alive through selection processes, leadership, and socializing new employees.
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This document discusses organizational culture, defining it as shared assumptions, values and beliefs that influence how employees behave. It outlines seven primary features of culture, levels of culture, and how culture is transmitted through stories, rituals, symbols and language. The importance of culture in guiding employees and creating identity is described. Examples of Google's strong culture are provided, and the conclusion stresses the importance of an inclusive culture that makes all employees feel safe and welcome.
Organizational Culture
This document defines organizational culture and describes its key elements. It discusses that culture is comprised of shared beliefs, assumptions, values and norms that shape group behavior. Culture is transmitted through socialization and exists when shared by most group members, passed between generations, and influences behavior. The core elements of culture include observable practices/symbols and deeper assumptions/values. The document then examines different types of organizational cultures like bureaucratic, clan, market, and entrepreneurial cultures and how they influence behaviors and performance. Finally, it discusses how strong, well-socialized cultures can enhance performance and satisfaction if a common style is developed and reinforced.
Culture
Organizational culture is defined as the shared values, beliefs, and norms that are developed in an organization. It is the soul of an organization that provides direction, identity, and cohesion. There are several models for describing organizational culture types such as power versus role versus task cultures, and control versus compete versus collaborate versus create cultures. Developing and sustaining culture involves establishing shared values and assumptions, creating a vision and mission, socializing new employees, and actions from top management to reinforce the culture. Organizational culture impacts objectives, work ethics, motivation, processes, performance, and provides a sense of identity and commitment. Maintaining, reinforcing, and managing changes to culture are important ongoing issues.
Strategy, organization design and Effectiveness
This document discusses various aspects of organizational strategy and effectiveness. It begins by defining strategy and the different levels of strategy - corporate, business, and functional. It then covers organizational design elements like work specialization, departmentalization, chain of command and Miles and Snow's strategic types. Finally, it discusses approaches to measuring organizational effectiveness like the goal, internal process, system resource and strategic approaches.
Organizational Culture
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.
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A presentation on Organizational culture dynamics and it's characteristics, importance, role, types, etc. It also talks about the corporate culture and it's features.
Organisational Culture
What exactly is culture?
Understand culture using metaphors.
Understanding organisational culture.
Why organisational culture matters?
Explain and use techniques to evaluate organisational culture.
Cultural web
Cultural iceberg
Handy’s four culture types
Competing values framework
How is organisational culture created and preserved?
Can organisational culture be changed?
Discuss cases of cultural blunders.
What are the causes of cultural blunders?
How to minimise cultural blunders.
Organizational culture
This document discusses organizational culture, including its definition, characteristics, elements and how it forms. It defines organizational culture as a system of shared meaning among members. Key elements include shared values, assumptions, artifacts like language, stories, rituals and physical structures. Culture forms based on founders' philosophy and is reinforced through socialization, symbols and stories. Strong cultures can increase commitment but also inhibit change. The four main culture types are clan, adhocracy, hierarchy and market. Culture affects organizational effectiveness and performance.
Organizational-culture
Culture consists of shared understandings like ways of thinking and feeling that distinguish human groups. Organizational culture refers to values and behaviors that develop in an organization, while national culture is broader and develops over generations. Organizational culture is created through hiring and socializing employees and by leaders serving as role models, and it is sustained through practices like selecting culturally aligned employees, actions by top managers, and socializing new employees.
Organisational culture
Please verify the copyrights before reusing this presentation.It was prepared for personal use.
Best regards ,
Amit.
Organizational culture
Organizational culture refers to shared meanings and behaviors among members of an organization. It is shaped by founders and reinforced over time through socialization, stories, rituals, and symbols. A strong culture with clear values can increase commitment and coordination but may also resist change and diversity. Managers can develop an ethical culture through role modeling, training, and rewarding ethical conduct. National culture also influences how organizational culture is expressed in other countries.
Organizational culture
Organizational culture is defined as the shared meanings, values, and beliefs of members within an organization. It distinguishes one organization from others and influences employee behavior. Strong cultures provide benefits like consistency and commitment but can also lead to inflexibility and resistance to change. National culture differs from organizational culture in its level of impact on employees and origins from consistency in practices rather than values. An organization's culture defines its identity, provides a sense of purpose, and facilitates commitment among members.
Chapter 2 cross cultural management
This document provides an overview of cross-cultural management concepts including:
- Culture is learned behavior shared among members of a society that influences norms, values, and practices.
- Elements of culture include language, values, norms, attitudes, customs, and more.
- Cultural determinants include religion, language, education, and social structure.
- Cross-cultural theories like Hofstede analyze cultural dimensions like power distance, uncertainty avoidance, and individualism vs collectivism that influence behaviors.
- Understanding cultural differences is important for effective cross-cultural communication and management.
Types of organizational culture
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.
6. Organizational Culture
Organizational Culture- Meaning, Characteristics of Organizational Culture, Types of Organizational Culture, Clan Culture –, Adhocracy Culture, Market Culture, Hierarchy Culture, Functions of Organizational Culture, Boundary-defining role, Barriers of Organizational Culture - Barrier to Change, Barrier to Diversity, Barrier to Acquisition & Merger, Creating and Maintaining Effective Culture
Group and intergroup processes
This document discusses group processes and dynamics. It defines groups and describes different types of groups like formal and informal groups. It also discusses intergroup processes and how groups interact with each other. Some key aspects of group processes discussed include group cohesiveness, synergy, social loafing, and social facilitation effect. Models of group development like Tuckman's model are also summarized, which outlines the forming, storming, norming, performing, and adjourning stages. The importance of understanding group processes for developing effective teams is highlighted.
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This document is a term paper on organizational culture written by Arbnor Hoxhaj in 2014 for a seminar course. It received the top mark of 10. The paper defines organizational culture and discusses various authors' perspectives on types of organizational culture, including Hofstede, O'Reilly, Chatman, Caldwell, Deal and Kennedy, and Schein. It also covers factors influencing organizational culture, communicative indicators, strong versus weak cultures, and the impacts and challenges of cultural change. The paper provides a comprehensive overview of key concepts and models in the field of organizational culture.
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Organizational culture refers to the shared values, beliefs, and behaviors of members of an organization. A strong organizational culture can attract and retain talent, engage employees, create energy and momentum, and make everyone more successful. Culture is learned through stories, rituals, symbols, and language within the organization. Founders and top management play important roles in establishing and maintaining an organization's culture through selection practices, actions, and socialization of new employees. While difficult to change, understanding organizational culture is important for managing change within a company.
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Values represent basic convictions about what is good and desirable. They influence our perceptions and attitudes, and generally shape behavior. There are two main types of values: terminal values which are desirable end-states, and instrumental values which are preferable modes of behavior. Different cultures can be assessed based on their values along dimensions such as individualism versus collectivism. Attitudes are learned predispositions to respond favorably or unfavorably to objects, and are influenced by values. Common attitudes studied in organizational behavior are job involvement, organizational commitment, and job satisfaction.
Organizational culture
Organizational culture is defined as the shared assumptions, values, and beliefs of an organization that guide employee behavior. An organization's culture is formed by its founders and leaders and is transmitted to employees through stories, rituals, symbols, language, and ceremonies. A strong organizational culture can promote commitment and innovation but may also act as a barrier to change and diversity. Cultural change involves unfreezing the current culture, moving to a new culture, and refreezing the changes through reinforcement.
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This document provides an overview of organizational culture at Robi Axiata Limited, a telecommunications company in Bangladesh. It discusses Robi's purpose, values, characteristics, and efforts to promote its culture. Some key aspects of Robi's culture include ambition to be the best, quality leadership, obvious teamwork, and an emphasis on open communication. Robi believes in an open communication culture and holds events like an annual family day to promote bonding and its culture among employees. Organizational culture is an important part of any organization that influences its identity and work methods.
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The document discusses organizational culture and how it forms and is maintained. It provides definitions of organizational culture and notes that culture is shared meanings held by members that distinguishes one organization from others. It also summarizes that culture is created and reinforced through various mechanisms like stories, rituals, language, and material symbols used by the organization. The document outlines key aspects of organizational culture like innovation, attention to detail, and team orientation. It also contrasts characteristics of two hypothetical organizations with different cultures.
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This document summarizes key sections from Chapter 3 of the textbook. It discusses organizational culture and diversity. It defines organizational culture and explains how culture permeates organizations through knowledge, symbols, stories and rites. It also discusses how national culture interacts with organizational culture. The chapter then addresses diversity, defining it and outlining approaches to managing diversity, including initiatives around communication, education, and employee involvement. It concludes by discussing diverse organizational structures and processes within companies.
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Organizational culture was introduced in the late 1970s as a concept to understand shared values, beliefs, and norms within organizations. Researchers suggested that culture can significantly impact organizational outcomes and performance. The document defines organizational culture and discusses key aspects like different types of culture, how employees learn culture, the importance of culture, and the relationship between culture and organizational structure. It also provides steps to build and maintain a strong organizational culture.
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This document discusses the impact of changing culture on organizational behavior. It defines culture as the beliefs and values of an organization that determine how work gets done and the type of leadership. Culture is learned, shared, and taught to newcomers through stories, rituals, symbols and language. The types of organizational cultures include dominant, sub-cultures, bureaucratic, clan and market cultures. Changing conditions require organizations to evolve their cultures over time to survive. A positive culture fosters commitment and collaboration while a negative culture causes resistance to change and lack of cooperation. Successfully changing culture requires understanding the old culture, supporting new ideas, modeling effective subcultures, helping employees do better work, and recognizing that significant change takes time.
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This ppt contains Organizational culture, Types of organizational culture, Importance of organizational culture.
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This document discusses organizational culture and its importance. It begins by defining organizational culture as an organization's shared values, norms, beliefs and understandings that are taught to new members. There are visible and invisible aspects of culture. Culture serves two functions - internal integration and external adaptation. There are four main types of organizational culture: adaptability culture, mission culture, clan culture and bureaucratic culture. These types relate to an organization's strategic focus and flexibility. The document emphasizes that organizational culture should be consistent with and support an organization's strategy and external environment. Managers should understand and shape their culture accordingly.
Organization culture.ppt
Organizational culture refers to the shared values, beliefs, and assumptions that guide how employees should behave within an organization. It is shaped by artifacts like language and stories, as well as deeper levels like beliefs and assumptions. Culture can be functional when it provides social cohesion and guides employee behavior, but dysfunctional when it impedes change or diversity. Employees learn the culture through socialization and it is reinforced by top management, selection criteria, and rewards. Leaders must understand their organization's culture to effectively manage employees.
Organizational Culture
Introduction of organizational culture
Definition of organizational culture
Characteristics of organizational culture
Types of organizational culture
Importance of organizational culture
Strong vs Weak culture
Functions of organizational culture
Creating an ethical organizational culture
How employees can learn Organizational culture
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- 1. Societal culture & Organisational culture Roll no Group Members 15 Kaynat Khan 20 Rakesh Kumbhar 29 Dhvani Nandu 51 Karishma Singh
- 2. What is Culture?? Culture refers to the beliefs, values, and behavior that together form a people's way of life What is Societal Culture?? What is Organisational Culture?? Organisational Culture is the unique personality of an organization that influences the behavior of the members in that organisation. Societal culture is the culture that a particular society follows to interact in such a way to share a common interest.
- 3. Role of Culture in an Organisation • Unity in Employees • Loyalty in Employees • Healthy Competition with in Employees • Direction to an Organisation • Identity of Organisation
- 4. Types Of Organisation Culture • Clan Culture • Adhocracy Culture • Market Culture • Hierarchy Culture
- 5. Impact Of Culture in an Organisation• Employees Performance • Organisation Environment • Organisation Effectiveness • Business Strategies • Productivity
- 6. Organisation Culture Vs Societal Culture Societal Culture Organisation Culture Values • Learned Early • Held Deeply • Changes Slowly with generation • Broad Guidelines which are rooted in the organisation practices Originates • From consistency in Values • From consistency in Practices Participation • Born Into it • Totally Immersed • Socialized Into it • Partly Involved Shared • Shared Meanings • Shared Behaviour Relationship • Unconditional Relationship • Conditional Relationship Impact on Employees • Great Impact • Less Impact