Research Paper on Culture
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This research paper discusses the relationship between organizational culture and employee commitment. It defines culture and business culture. It summarizes a study that found a significant positive relationship between corporate culture and employee commitment. The paper recommends that organizations involve employees in decision making, adapt to change, and enable identification with the organizational mission to increase commitment. It also notes that culture is more important than strategy, as culture determines how effectively a strategy can be executed.
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Introduction to organizational behaviour
Organizational behaviour is the study of how people behave in organizations, how to improve that behavior to accomplish goals, and why we should study it. It draws from many disciplines including sociology, psychology, and political science. There are several trends influencing organizational behavior, such as globalization, new technologies, increased diversity, changing employment relationships, and evolving workplace values and ethics.
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Ssw presents organisational behaviour workshop ppt
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6.[61 68]impact of organizational culture on coworker support
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La resolución establece las obligaciones y requisitos mínimos para realizar la investigación de incidentes y accidentes de trabajo. Define los términos clave e identifica los responsables de llevar a cabo las investigaciones y establecer medidas correctivas. Establece que los empleadores deben conformar un equipo investigador y utilizar una metodología estandarizada para investigar todos los incidentes y accidentes dentro de los 15 días posteriores. También define los elementos mínimos que debe contener el informe de investigación.
The Almaty Lawn-and-park ensemble “Promenade”: Entertainment in the Architect...
The Almaty Lawn-and-park ensemble “Promenade”: Entertainment in the Architect...Konstantin Ivanovich Samoilov
The Lawn-and-park ensemble "Promenade" is projected on a plot which located on the Zh.Omarva Street in the Medeu district of Almaty, Kazakhstan. The Northern boundary of the site is adjacent to the ending bus stop and cars parking for the "Koktobe moutain" complex. On the South side it is adjacent to the "Europolis" complex. The site stretches from north to south. The Eastern boundary of the site is fixed local travel, Western boundary of the site – plots for individual residential building development. The Art concept (the wish of the Customer) – an Ethnographic park (a Kazakh traditions theme) with a garden ensemble. On the basis of the interpretation of the traditional forms of Nomadic and Settled cultures synthesis shaped image of buildings, constructions, small architectural forms and elements of improvement.
Key points: the Main Entrance (the area at the City wall Gate), the Oriental Bazaar (pavilions, tents, trays, shelves, carts), the Aul – nomadic settlement (yurts), Workshops of craftsmen (a blacksmith, a carpenter, a tinsmith, a shoemaker, a tailor, a jeweler), Pavilions and yurts of the Kazakh national kitchen, the Amphitheatre, the Area for traditional Kazakh national games and attractions, the Khan headquarter (tents), the Ritual space, the Fortress. The Special space – "The Gourmet's Avenue" – a set of themed restaurants, cafes, bars, pubs, eateries, coffee shops. Architectural and artistic design of two dozen blocked modular pavilions demonstrates the cultural diversity of different nations and ethnic groups. The bases of images are stereotypes of the Mass culture, which ensures a simple recognition of the Theme. Alternating of restaurants have a casual character, reflecting the ethnic conglomerate of modern Society. The Album includes of 79 illustrations: 3 photos and 76 drawings.
Winning with culture white paper
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With the technological age, accessibility to the moving image is almost at the reach of each and every child in the society. “The presence and intensity of media influences [...] are increasingly recognized as an important part of the social ecology of children and youth, and these influences have become more visible and volatile in recent decades.” (Jowett & Fuller-Seeler, 1996). Nowadays, with all the three-dimensional animations and better quality of images and sounds, kids are more attracted towards the motion picture and while enjoying it, they can easily linked the dialogues with its concept. Ultimately, the hearing and visualization accumulated during these sessions shape their linguistic behaviour as well as their social attitude. Children have the tendency of imitating their favourite cartoon characters and Bollywood heroes, which influences their language lexically and phonologically. As a result, unconsciously, they include speech acts from these characters into their daily communication and sometimes kids idealize them to such an extent that they will copy their dressing and speaking styles by adjusting their accent and tone. This paper will study the linguistic and cultural behaviour of kids under the influence of the moving media and how it contributes in building their cultural and linguistic personality both positively and negatively.
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The International Institute for Science, Technology and Education (IISTE) Journals Call for paper http://www.iiste.org/Journals
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This document discusses the relationship between organizational culture, management style, and employee performance in Nigerian banking sectors. It reviews literature showing that organizational culture and human resource management are important for achieving organizational goals. The study examines how organizational culture and management style impact employee performance. A survey was conducted of staff in Nigerian banks, collecting data through questionnaires. The findings showed that organizational culture has a strong relationship with employee performance. Elements like equipment handling, social behaviors, and symbols positively influence performance. Management style and attitudes were also found to significantly relate to performance. New employees more easily incorporated when values were compatible between the employee and organization.
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The document discusses a study that assesses the impact of corporate culture on employee job performance in the Nigerian banking industry. It aims to determine if corporate culture affects employee performance and organizational productivity. The study uses surveys of employees at various levels from selected banks. The findings suggest that a majority of respondents agree that corporate culture influences both employee performance and organizational productivity. This supports the hypotheses that positive relationships exist between corporate culture, employee performance, and organizational productivity in Nigerian banks.
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This study determined the organizational culture and employee performance of selected banks in Anambra state. The specific objectives are to determine whether supportive culture has a significant influence on employees’ performance and evaluate the extent to which power culture has a significant influence on employees’ performance. This study adopted a survey research design. The population of the study consists of seven selected commercial banks operating in Anambra State, Nigerian. A questionnaire was used to generate data from targeted respondents. Data collected for the study were analyzed by the researcher using five point likert’s scale. The hypotheses were tested using a simple regression statistical tool with aid of SPSS version 20.0 at5 level of significance. The result of the analysis specifies that supportive and power culture is positively influenced the employee’s performance of Nigerian banks. Olise, Moses C | Okolocha, Chizoba B "Effect of Organizational Culture and Employee Performance of Selected Banks in Anambra State" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd42440.pdf Paper URL: https://www.ijtsrd.commanagement/hrm-and-retail-business/42440/effect-of-organizational-culture-and-employee-performance-of-selected-banks-in-anambra-state/olise-moses-c
A STUDY ON IMPACT OF OPTIMUM WORKPLACE CU LTURE POLICY THAT PROVIDES WORK - ...
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Entrepreneurial culture is a catchy concept fronted by scholars and several governments in their bid to promote entrepreneurship for unemployment reduction via job creation. The concept of “entrepreneurial culture” has existed for decades, described as an organizational culture embodying and championing entrepreneurial characteristics and attributes. These have included risk taking, innovation, and creativity the elements one would expect to see among entrepreneurs as individuals. The literature suggests that entrepreneurial culture is related to a number of positive organizational outcomes, such as generating new business and improving firm performance. However, the conceptualization of entrepreneurial culture is an issue that is not addressed in the entrepreneurship literature. Entrepreneurial culture is an organizational culture construct centrally concerned with opportunities. Opportunities encapsulate the core connection between entrepreneurial culture and entrepreneurship more generally. Opportunities are what distinguish an entrepreneurial culture from any other cultural subtype. The five dimensions of entrepreneurial culture discussed were organizational enthusiasm, stakeholder alignment, learning and development support, opportunity driven change and cohesiveness. Lawrence Usoro Bassey | Obibhunun Lucky "Entrepreneurial Culture: A Literature Review" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-1 , February 2024, URL: https://www.ijtsrd.com/papers/ijtsrd61323.pdf Paper Url: https://www.ijtsrd.com/management/marketing/61323/entrepreneurial-culture-a-literature-review/lawrence-usoro-bassey
ORGANISATIONAL CULTURE CAN CHANGE QUICKLY AND EASILY WITHIN MOST COMPANIES”
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The development of an organization is highly dependent on analysing and identifying the key factors for concluding the effectiveness and efficiency delivered by the organization. Managers and organizations show willingness in obtaining the commitment of employees, leading towards the improvement of productivity (Schein 2010). Management authorities show willingness in introducing employee with the objectives, values and norms across the organization which is significant for understanding the culture of organization. When concerned with the development of organization, performance of employees has been identified as a backbone across the industry (Tushman 2013). The overall awareness and knowledge about the culture of organization assists in improving the ability for examining the behaviour of a company assisting in management and leadership.
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This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
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3 Leadership, Culture, Communication, and Diversity
The word culture can mean different things to different people: Perhaps it conjures up images of fine art, museums, and orchestras. Or perhaps it is the word you use
to describe the shared patterns, behaviors, and artifacts of a country, region, or society. In fact, culture does have different "layers" that interact. For example,
macrocultures include national, religious, ethnic, and occupational cultures that exist globally; organizational cultures exist in private, public, nonprofit, and
government arenas; subcultures are found in occupational groups within organizations; and microcultures exist within occupations inside and outside organizations
(Schein, 2010).
In this chapter, we focus on organizational culture before examining how culture more generally—in terms of countries, nationalities, ethnicities, and so on—can have
broad implications for leadership efficacy and success. While the first two chapters laid the foundation for understanding the nature of leadership, these final three
chapters show how leaders influence and shape organizations to achieve goals through communication, strategy, and teamwork. We begin this discussion with
organizational culture because it shares a mutually dependent relationship with these three dimensions: An organization's culture affects how people communicate,
how strategy is developed and implemented, and how people work in teams. Culture can also be defined in terms of these three dimensions. It is arguably the most
important internal organizational dimension. This chapter will also cover what is perhaps the more common usage of culture—international cultures—and how
different cultures and globalization present opportunities and challenges for leadership. Since organizational and national cultures are influenced by global trends—for
example, technology innovations, mergers and acquisitions, influx of international workers, and a mix of diverse values—leaders and followers must be able to
accommodate such changes in their organizations and teams. Understanding culture has a substantial payoff for everyone:
If we understand the dynamics of culture, we will be less likely to be puzzled, irritated, and anxious when we encounter the unfamiliar and
seemingly irrational behavior of people in organizations, and we will have a deeper understanding not only of why various groups of people or
organizations can be so different but also why it is so hard to change them. Even more important, if we understand culture better, we will
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Managers and leaders have important differences according to an article by Abraham Zaleznik. Managers react quickly to problems while leaders do not. Managers are more rational and organized, adopting impersonal goals, whereas leaders depend on imagination and personal desires. Leaders tend toward solitary activity and one-person decision making, while managers focus more on socializing and involving others. Leadership is developed through peer training and influence from senior executives on junior roles.
Implementation
The document defines implementation as carrying out a plan or decision. It discusses how implementing plans can improve companies by solving problems and bringing changes. Managers are responsible for implementation, but all employees also share responsibility. While strategy is important, companies should focus more on implementing ideas to move forward with increased cooperation and clear priorities.
More from Yahya A. A. Abdulqader (20)
Research Paper - Evaluation of Loyalty Programs in Hotel Industry - Final
Research Paper - Evaluation of Loyalty Programs in Hotel Industry - Final
Research Paper on Culture
- 1. Research Paper on Culture SUBMITTED TO DR. SHIV K. GUPTA BY YAHYA ABDULQADER IN PARTIAL FULFILLMENT OF COURSE REQUIREMENT FOR MBA 700 (01) BUSINESS STRATEGY AND IMPLEMENTATION
- 2. Culture Definition In general culture is “the beliefs, customs, arts, etc., of a particular society, group, place, or time.” Or “a way of thinking, behaving, or working that exists in a place or organization (such as a business)” Business culture is a model of business operations within an organization. The business culture determines how all levels of employees deal with one another and with customers alike.
- 3. What is the Relationship between Commitment and Organizational Culture? The findings of a research study entitled The Influence of Corporate Culture on Employee Commitment to the Organization by Ezekiel Saasongu Nongo and Darius Ngutor Ikyanyon (2012) . Significant and positive relationship between corporate culture and comm. “Corporate culture is either the glue that binds employees to the organization or the wind that blows them away.”
- 4. What is the Relationship between Commitment and Organizational Culture? How to do so? The organization should involve employees in decision making; Adapt to changing circumstances; And enable employees’ identification with the mission of the organization.
- 5. What is More Important Culture or Strategy? Culture Eats Strategy for Breakfast. Ed DeCosta (2015), “you can have the greatest strategy in the world, but without a culture that supports the execution of that strategy, you will not be effective in the marketplace.”