The document discusses organizational culture and change within Ballard Library using Edgar Schein's models of culture and change. It analyzes the subcultures of service staff, reference staff, and managers based on artifacts, values, and underlying assumptions. It finds that while espoused values are not always congruent with actual assumptions and behavior. The document also examines Ballard Library's shift to a more democratic problem-solving approach, but finds that managers have not adequately explained the need for change or provided psychological support for staff undergoing the change.
This document summarizes various theories and concepts related to directing and motivating employees in an organizational context. It discusses directing as the process of leading and motivating human resources to achieve organizational goals. It also covers leadership styles, balancing work and interpersonal relationships, and different levels of management. Key motivation theories summarized include Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, and McGregor's Theory X and Theory Y assumptions about human motivation. The document also discusses concepts like maturity in the workplace, structuring work for human well-being, and the Hawthorne studies on the impact of social and work environment factors.
This document summarizes a study that examined the relationship between hospital managers' leadership adaptability scores and subordinate job satisfaction. 240 subordinates from hospitals in the southern US participated. The study used Hersey's Situational Leadership Model and Spector's Job Satisfaction Scale. Results found the most common leadership styles were selling and delegating. Participants rated contingent reward as most important for job satisfaction. 60% reported managers had low leadership adaptability scores, while 10% reported high scores and 30% reported moderate scores. The purpose was to examine this relationship to provide recommendations for improving job satisfaction.
Osterman analyzes the traditional role of middle managers and how their role has changed with organizational restructuring. He argues middle managers must be redefined to effectively deploy talent. Osterman examines how middle managers were traditionally placed in hierarchies but now face lateral mobility and team-based structures. The challenges of defining middle manager authority amid flattening structures and how information flows bypass traditional filters are also discussed.
11.leadership style and emotional intelligence -a gender comparisonAlexander Decker
This document summarizes a study that examined the relationship between gender, leadership style (transactional vs transformational), and emotional intelligence. The study found no significant gender differences in leadership style. Women scored higher than men on the emotional intelligence factors of relating well and emotional mentoring. Transactional leadership style had a higher interaction with some emotional intelligence components than transformational leadership. The document provides background on leadership styles, emotional intelligence, and discusses some gender differences in traits relevant to leadership.
The document discusses relational leadership theory. It begins by defining relational leadership as focusing on how leadership effectiveness depends on a leader's ability to create positive relationships. It then examines Wheatley's model of relational leadership and how it relates to the author's own leadership style and philosophy. The author learned that relational leadership emphasizes inclusion, empowerment, having a shared purpose, ethical decision-making, and being process-oriented. This influenced the author's view that leadership depends on the context of valued relationships and requires genuine communication. The document concludes by acknowledging limitations of relational leadership theory but emphasizing its importance for fostering openness and honesty between leaders and workers.
This document discusses relational leadership theory and how it relates to the author's own leadership philosophy. Relational leadership focuses on the leader's ability to create positive relationships within an organization. The author examines Wheatley's model of relational leadership and explores how it relates to their understanding of their leadership style. Some key things the author learned include: relational leadership emphasizes interactions between individuals; understanding subordinates is important for effective leadership; and leaders should focus on building rapport, empowering employees, and understanding abilities before leading. The author believes relational leadership is effective when it is people-focused rather than task-focused.
The document provides requirements for a 3-4 page analysis of human resource (HR) professionals functioning as change agents and internal consultants. It requires defining the roles of HR as a change agent and internal consultant, explaining how the roles complement each other and support an organization's global strategy. Cultural, ethical and legal considerations for each role must be examined. At least two references from the provided resources list using proper APA style are needed to support the analysis.
This document summarizes various theories and concepts related to directing and motivating employees in an organizational context. It discusses directing as the process of leading and motivating human resources to achieve organizational goals. It also covers leadership styles, balancing work and interpersonal relationships, and different levels of management. Key motivation theories summarized include Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, and McGregor's Theory X and Theory Y assumptions about human motivation. The document also discusses concepts like maturity in the workplace, structuring work for human well-being, and the Hawthorne studies on the impact of social and work environment factors.
This document summarizes a study that examined the relationship between hospital managers' leadership adaptability scores and subordinate job satisfaction. 240 subordinates from hospitals in the southern US participated. The study used Hersey's Situational Leadership Model and Spector's Job Satisfaction Scale. Results found the most common leadership styles were selling and delegating. Participants rated contingent reward as most important for job satisfaction. 60% reported managers had low leadership adaptability scores, while 10% reported high scores and 30% reported moderate scores. The purpose was to examine this relationship to provide recommendations for improving job satisfaction.
Osterman analyzes the traditional role of middle managers and how their role has changed with organizational restructuring. He argues middle managers must be redefined to effectively deploy talent. Osterman examines how middle managers were traditionally placed in hierarchies but now face lateral mobility and team-based structures. The challenges of defining middle manager authority amid flattening structures and how information flows bypass traditional filters are also discussed.
11.leadership style and emotional intelligence -a gender comparisonAlexander Decker
This document summarizes a study that examined the relationship between gender, leadership style (transactional vs transformational), and emotional intelligence. The study found no significant gender differences in leadership style. Women scored higher than men on the emotional intelligence factors of relating well and emotional mentoring. Transactional leadership style had a higher interaction with some emotional intelligence components than transformational leadership. The document provides background on leadership styles, emotional intelligence, and discusses some gender differences in traits relevant to leadership.
The document discusses relational leadership theory. It begins by defining relational leadership as focusing on how leadership effectiveness depends on a leader's ability to create positive relationships. It then examines Wheatley's model of relational leadership and how it relates to the author's own leadership style and philosophy. The author learned that relational leadership emphasizes inclusion, empowerment, having a shared purpose, ethical decision-making, and being process-oriented. This influenced the author's view that leadership depends on the context of valued relationships and requires genuine communication. The document concludes by acknowledging limitations of relational leadership theory but emphasizing its importance for fostering openness and honesty between leaders and workers.
This document discusses relational leadership theory and how it relates to the author's own leadership philosophy. Relational leadership focuses on the leader's ability to create positive relationships within an organization. The author examines Wheatley's model of relational leadership and explores how it relates to their understanding of their leadership style. Some key things the author learned include: relational leadership emphasizes interactions between individuals; understanding subordinates is important for effective leadership; and leaders should focus on building rapport, empowering employees, and understanding abilities before leading. The author believes relational leadership is effective when it is people-focused rather than task-focused.
The document provides requirements for a 3-4 page analysis of human resource (HR) professionals functioning as change agents and internal consultants. It requires defining the roles of HR as a change agent and internal consultant, explaining how the roles complement each other and support an organization's global strategy. Cultural, ethical and legal considerations for each role must be examined. At least two references from the provided resources list using proper APA style are needed to support the analysis.
This document discusses the author's views on intellectual freedom as a future librarian. It defines intellectual freedom as including access to information from a variety of viewpoints without restrictions or scrutiny of information behaviors. The author believes intellectual freedom is important to uphold democratic values and protect free speech. However, libraries also have an obligation to impose reasonable restrictions to maintain order and follow legal and ethical standards. The author intends to advocate for intellectual freedom within their professional capacity and through library organizations, while recognizing some issues have complex considerations without clear answers.
The document summarizes a proposed workshop for parents of teenagers on location technologies. The workshop would focus on two skills: 1) Locating information about various location apps and devices; and 2) Evaluating different technologies for relevance to individual families. It would include lectures, demonstrations, activities, and discussions to help parents understand available options and how to discuss use of technologies with their teens. The goal is for parents to leave with knowledge about location technologies and the ability to evaluate options for their family situation.
Parents of teenagers face challenges in supporting their emotional and developmental needs. They must monitor the information their teens receive, validate sources, and guide their decision making. Key needs for parents include helping teens feel supported, overseeing risky behaviors, and living up to their ideals of parenting despite time constraints. Effective skills include listening skills, evaluating information sources, and finding resources to address barriers to responsibilities.
This document provides a lesson plan for a workshop to teach parents of teens about location technology that can be used to monitor their children's whereabouts. The workshop aims to increase awareness of monitoring devices, programs and apps, and teach skills for finding information about these technologies. The lesson plan outlines introducing various location technologies, demonstrating how to search for related information online, and having participants research a technology of their choice. It suggests discussing the pros and cons of different options and how they may help reduce risks for teens. The document also proposes addressing additional topics like monitoring teens' media and internet use in future workshops.
The document summarizes a reference consultation with a coworker seeking a new job. The consultant conducted a 15-minute interview to understand the job seeker's needs, skills, and barriers. They then searched various online sources like UW Libraries, Craigslist, and government sites. The consultant compiled 7 relevant job listings into tables and emailed them along with an explanation of the search process within 24 hours as promised. The consultant sought feedback on whether the information and search were helpful.
Appearance standards for the staff work areaDibiboi
The document provides appearance standards and suggestions for organizing the staff work area of a library. It outlines general standards such as keeping workstations neat and uncluttered, ensuring computer stations and printers are organized consistently, and clearly labeling all drawers. Specific areas in need of reorganization, such as the board above the red bins and south wall signs, are identified. Additional suggestions include facing all book carts the same direction for ease of sorting, designating a counter area for creating displays, adding remaining volunteer photos, and finding a container for newspaper processing supplies.
This document discusses three theoretical frameworks for studying information behavior - Chatman's small worlds theory, Pettigrew's information grounds concept, and Haythornthwaite's network theory - and applies them to analyze information exchange among members of the "Gym E Hoopers", a basketball group at a university gym. Chatman's small worlds perspective best describes the predictable environment and role of legitimized insiders. However, group members exhibit allegiance to their own subgroup rather than individualism. The document evaluates the strengths and weaknesses of each perspective in understanding this social setting and proposes avenues for further research.
This document analyzes the concepts in an article about working mothers in order to assign appropriate subject headings for cataloging. The author identifies the main concepts as: 1) Working mothers and their happiness/satisfaction, 2) Gender roles regarding family/work and public opinion, and 3) Employment inequality/glass ceiling. The author then searches Library of Congress Subject Headings to find terms that accurately represent these concepts at the appropriate level of specificity.
The document analyzes communication, group dynamics, and ethics at CBS as depicted in the film The Insider, which is based on events surrounding a 60 Minutes segment featuring Jeffrey Wigand. It examines how professional jargon, disrespectful communication, and hiding decision rationales hindered communication. It also discusses elements of groupthink at CBS, with managers unquestioningly accepting decisions due to group pressures. Finally, it analyzes the whistleblowing of Wigand from a rule utilitarian perspective and Bergman's commitment to Wigand from a Kantian perspective.
This document discusses determining and navigating institutional culture in a new professional position. It advises researching the culture of the organization and any parent organizations, including examining structures, policies, employee tenure and roles. The article provides tips for navigating culture successfully, such as listening, asking questions, volunteering moderately, and collaborating with colleagues. Determining culture is important for professional success.
This document discusses sustaining organizational culture change. It begins by explaining that culture represents how things are done in an organization and is an important driver of employee behavior. However, culture is intangible and changing behaviors across an organization is challenging. Most change efforts do not have lasting impact because they do not address the deeper drivers of culture like shared purpose and individual beliefs. To sustain change, interventions must target these underlying aspects of culture. The document advocates for aligning the individual, social, and organizational dimensions of culture to create shared meaning for employees. Leaders play a key role in culture transformation by modeling new behaviors and sending consistent messages. Lastly, the document notes that culture change is a journey that requires going deep, aligning culture
Culture in organization (chapter 1) organizational behaviourtehreem fatima
Organizational culture refers to shared values, beliefs, and behaviors within an organization. It has a strong influence on employee behavior and performance. A positive, distinctive culture can provide a competitive advantage while the wrong culture can hurt performance. Culture consists of visible artifacts, espoused values, and deeper basic assumptions. Understanding an organization's culture involves examining all three levels.
This document summarizes a study on employee motivation conducted at Hyderabad Industries Ltd in Thrissur, India. The study aimed to identify factors that motivate employees and improve organizational functions. It discusses research problems related to factors influencing motivation like pay, promotion opportunities, work conditions, leadership, and job security. The significance of the study and its objectives to evaluate motivation programs and provide suggestions are mentioned. Research hypotheses on the relationships between career development, interpersonal relationships and performance are stated. Theories of motivation discussed include Maslow's hierarchy of needs and Vroom's expectancy theory.
Part 2/3 - Report on Advanced Nursing Administration
Contents:
2. Supervision of Personnel (Principles and Techniques)
3. Motivation
3.1. Theories of Motivation (Content and Process Theories)
3.2. Use of Motivation Theories to Nursing Administration
4. Coordination of Services
5. Communication
5.1. Principles of Effective Communication
5.2. Lines of Communications
Taking over the Reins: How are the Young Librarians learning to lead in Acade...Fe Angela Verzosa
Lecture presented at the Seminar on “From Theories to Practice: Mastering Key Areas of Library and Information Services,” sponsored by PUP- Master in Library and Information Science Society, held at Café Hasmin, Polytechnic University of the Philippines, M.H. del Pilar Campus, R. Magsaysay Blvd., cor. Valencia St., Sta.Mesa, Manila, Philippines
presented at the Seminar on “Leadership: The Key to Higher Readership", sponsored by C&E Publishing, held at the C&E Information and Resource Center, Quezon Boulevard, Quezon City, 13 May 2009
The document discusses organizational culture at Habib Bank Limited (HBL) in Pakistan. It provides details about the author's internship experience at HBL. Some key points:
1) The author had a positive six-week internship experience at HBL, enjoying customer interactions and learning day-to-day banking operations.
2) HBL aims to satisfy customers and employees work hard to provide excellent service. There is flexibility in the work environment and open communication.
3) While decisions are made at the top level, employees have autonomy to make customer-focused choices. Training is provided to support continuous learning.
4) There is a high level of professionalism and teamwork between staff
This literature review discusses research on employee engagement. Employee engagement is defined as how employees think and act positively about their work. While it is a fairly new concept, studies show only 13% of employees are engaged worldwide. Highly engaged businesses see increases in customer ratings and sales. However, only 59% of employees feel they can grow in their organization, and 70% would like more time with managers. Disengaged employees cost organizations significantly in lost productivity. The review examines definitions of employee engagement and its influence on workplace behaviors.
OB Individual assignment by Iliyas Sufiyan Abdella Iliyas Sufiyan
This document contains an individual assignment submitted by Iliyas Sufiyan Abdella for an Organizational Behavior course. It discusses several topics related to organizational behavior including individual differences, personality, perception, motivation, conflict management, and diversity. The key benefits of studying organizational behavior mentioned are helping managers understand employee behavior to increase performance and motivation, develop better human resource strategies, and predict human behavior to improve organizational effectiveness. Elements of organizational behavior that impact an organization's performance are its people, structure, technology, and external environment.
This document discusses the differences between leadership and management. It argues that great leaders and good managers have different skills, and that while some individuals can shift between the roles, truly great leaders struggle to also be good managers. Leadership involves influencing and inspiring groups towards goals through charisma and vision, while management focuses more on internal processes, human relations, and open systems approaches. Viewing leadership and management as separate but related functions on a continuum may provide a better framework than assuming great leaders can automatically manage well too.
This document discusses the author's views on intellectual freedom as a future librarian. It defines intellectual freedom as including access to information from a variety of viewpoints without restrictions or scrutiny of information behaviors. The author believes intellectual freedom is important to uphold democratic values and protect free speech. However, libraries also have an obligation to impose reasonable restrictions to maintain order and follow legal and ethical standards. The author intends to advocate for intellectual freedom within their professional capacity and through library organizations, while recognizing some issues have complex considerations without clear answers.
The document summarizes a proposed workshop for parents of teenagers on location technologies. The workshop would focus on two skills: 1) Locating information about various location apps and devices; and 2) Evaluating different technologies for relevance to individual families. It would include lectures, demonstrations, activities, and discussions to help parents understand available options and how to discuss use of technologies with their teens. The goal is for parents to leave with knowledge about location technologies and the ability to evaluate options for their family situation.
Parents of teenagers face challenges in supporting their emotional and developmental needs. They must monitor the information their teens receive, validate sources, and guide their decision making. Key needs for parents include helping teens feel supported, overseeing risky behaviors, and living up to their ideals of parenting despite time constraints. Effective skills include listening skills, evaluating information sources, and finding resources to address barriers to responsibilities.
This document provides a lesson plan for a workshop to teach parents of teens about location technology that can be used to monitor their children's whereabouts. The workshop aims to increase awareness of monitoring devices, programs and apps, and teach skills for finding information about these technologies. The lesson plan outlines introducing various location technologies, demonstrating how to search for related information online, and having participants research a technology of their choice. It suggests discussing the pros and cons of different options and how they may help reduce risks for teens. The document also proposes addressing additional topics like monitoring teens' media and internet use in future workshops.
The document summarizes a reference consultation with a coworker seeking a new job. The consultant conducted a 15-minute interview to understand the job seeker's needs, skills, and barriers. They then searched various online sources like UW Libraries, Craigslist, and government sites. The consultant compiled 7 relevant job listings into tables and emailed them along with an explanation of the search process within 24 hours as promised. The consultant sought feedback on whether the information and search were helpful.
Appearance standards for the staff work areaDibiboi
The document provides appearance standards and suggestions for organizing the staff work area of a library. It outlines general standards such as keeping workstations neat and uncluttered, ensuring computer stations and printers are organized consistently, and clearly labeling all drawers. Specific areas in need of reorganization, such as the board above the red bins and south wall signs, are identified. Additional suggestions include facing all book carts the same direction for ease of sorting, designating a counter area for creating displays, adding remaining volunteer photos, and finding a container for newspaper processing supplies.
This document discusses three theoretical frameworks for studying information behavior - Chatman's small worlds theory, Pettigrew's information grounds concept, and Haythornthwaite's network theory - and applies them to analyze information exchange among members of the "Gym E Hoopers", a basketball group at a university gym. Chatman's small worlds perspective best describes the predictable environment and role of legitimized insiders. However, group members exhibit allegiance to their own subgroup rather than individualism. The document evaluates the strengths and weaknesses of each perspective in understanding this social setting and proposes avenues for further research.
This document analyzes the concepts in an article about working mothers in order to assign appropriate subject headings for cataloging. The author identifies the main concepts as: 1) Working mothers and their happiness/satisfaction, 2) Gender roles regarding family/work and public opinion, and 3) Employment inequality/glass ceiling. The author then searches Library of Congress Subject Headings to find terms that accurately represent these concepts at the appropriate level of specificity.
The document analyzes communication, group dynamics, and ethics at CBS as depicted in the film The Insider, which is based on events surrounding a 60 Minutes segment featuring Jeffrey Wigand. It examines how professional jargon, disrespectful communication, and hiding decision rationales hindered communication. It also discusses elements of groupthink at CBS, with managers unquestioningly accepting decisions due to group pressures. Finally, it analyzes the whistleblowing of Wigand from a rule utilitarian perspective and Bergman's commitment to Wigand from a Kantian perspective.
This document discusses determining and navigating institutional culture in a new professional position. It advises researching the culture of the organization and any parent organizations, including examining structures, policies, employee tenure and roles. The article provides tips for navigating culture successfully, such as listening, asking questions, volunteering moderately, and collaborating with colleagues. Determining culture is important for professional success.
This document discusses sustaining organizational culture change. It begins by explaining that culture represents how things are done in an organization and is an important driver of employee behavior. However, culture is intangible and changing behaviors across an organization is challenging. Most change efforts do not have lasting impact because they do not address the deeper drivers of culture like shared purpose and individual beliefs. To sustain change, interventions must target these underlying aspects of culture. The document advocates for aligning the individual, social, and organizational dimensions of culture to create shared meaning for employees. Leaders play a key role in culture transformation by modeling new behaviors and sending consistent messages. Lastly, the document notes that culture change is a journey that requires going deep, aligning culture
Culture in organization (chapter 1) organizational behaviourtehreem fatima
Organizational culture refers to shared values, beliefs, and behaviors within an organization. It has a strong influence on employee behavior and performance. A positive, distinctive culture can provide a competitive advantage while the wrong culture can hurt performance. Culture consists of visible artifacts, espoused values, and deeper basic assumptions. Understanding an organization's culture involves examining all three levels.
This document summarizes a study on employee motivation conducted at Hyderabad Industries Ltd in Thrissur, India. The study aimed to identify factors that motivate employees and improve organizational functions. It discusses research problems related to factors influencing motivation like pay, promotion opportunities, work conditions, leadership, and job security. The significance of the study and its objectives to evaluate motivation programs and provide suggestions are mentioned. Research hypotheses on the relationships between career development, interpersonal relationships and performance are stated. Theories of motivation discussed include Maslow's hierarchy of needs and Vroom's expectancy theory.
Part 2/3 - Report on Advanced Nursing Administration
Contents:
2. Supervision of Personnel (Principles and Techniques)
3. Motivation
3.1. Theories of Motivation (Content and Process Theories)
3.2. Use of Motivation Theories to Nursing Administration
4. Coordination of Services
5. Communication
5.1. Principles of Effective Communication
5.2. Lines of Communications
Taking over the Reins: How are the Young Librarians learning to lead in Acade...Fe Angela Verzosa
Lecture presented at the Seminar on “From Theories to Practice: Mastering Key Areas of Library and Information Services,” sponsored by PUP- Master in Library and Information Science Society, held at Café Hasmin, Polytechnic University of the Philippines, M.H. del Pilar Campus, R. Magsaysay Blvd., cor. Valencia St., Sta.Mesa, Manila, Philippines
presented at the Seminar on “Leadership: The Key to Higher Readership", sponsored by C&E Publishing, held at the C&E Information and Resource Center, Quezon Boulevard, Quezon City, 13 May 2009
The document discusses organizational culture at Habib Bank Limited (HBL) in Pakistan. It provides details about the author's internship experience at HBL. Some key points:
1) The author had a positive six-week internship experience at HBL, enjoying customer interactions and learning day-to-day banking operations.
2) HBL aims to satisfy customers and employees work hard to provide excellent service. There is flexibility in the work environment and open communication.
3) While decisions are made at the top level, employees have autonomy to make customer-focused choices. Training is provided to support continuous learning.
4) There is a high level of professionalism and teamwork between staff
This literature review discusses research on employee engagement. Employee engagement is defined as how employees think and act positively about their work. While it is a fairly new concept, studies show only 13% of employees are engaged worldwide. Highly engaged businesses see increases in customer ratings and sales. However, only 59% of employees feel they can grow in their organization, and 70% would like more time with managers. Disengaged employees cost organizations significantly in lost productivity. The review examines definitions of employee engagement and its influence on workplace behaviors.
OB Individual assignment by Iliyas Sufiyan Abdella Iliyas Sufiyan
This document contains an individual assignment submitted by Iliyas Sufiyan Abdella for an Organizational Behavior course. It discusses several topics related to organizational behavior including individual differences, personality, perception, motivation, conflict management, and diversity. The key benefits of studying organizational behavior mentioned are helping managers understand employee behavior to increase performance and motivation, develop better human resource strategies, and predict human behavior to improve organizational effectiveness. Elements of organizational behavior that impact an organization's performance are its people, structure, technology, and external environment.
This document discusses the differences between leadership and management. It argues that great leaders and good managers have different skills, and that while some individuals can shift between the roles, truly great leaders struggle to also be good managers. Leadership involves influencing and inspiring groups towards goals through charisma and vision, while management focuses more on internal processes, human relations, and open systems approaches. Viewing leadership and management as separate but related functions on a continuum may provide a better framework than assuming great leaders can automatically manage well too.
The Settlement Library Project offers this bibliographic service for librarians struggling with, or confused about, on-the-job stress and its management.
In every organization there is a talk about organizational culture, that mysterious word that characterizes the qualities of a work environment. One of the key questions and assessments, when employers interview a prospective employee, explores whether the candidate is a good cultural fit. Culture is difficult to define, but you generally know when you have found an employee who appears to fit your culture. He just feels right.
Politics in the Library and Librarians as PoliticiansFe Angela Verzosa
This document discusses the political contexts that libraries operate within and how politics can influence decision-making and the organizational environment of libraries. It provides scenarios of different political systems (e.g. feudalism, fascism, democracy) and their impacts. It also discusses how librarians can be leaders and deal with politics by focusing on goals, influencing others constructively, and maintaining integrity. Key recommendations include concentrating on areas of control, being a model employee, and focusing on serving library users.
Week 7 Culture andor Climate in the Workplace—Do They Matter.docxhelzerpatrina
Week 7: Culture and/or Climate in the Workplace—Do They Matter?
Using this week’s lesson and resources as a start, locate three research studies that support the premise that better managers are those who pursue an understanding of the culture and/or climate of their organization. Why does it matter to gain insight about the culture and/or climate in the workplace? Use online, peer-reviewed journal research (case study research is preferred) to inform your writing. Summarize the takeaways from the articles that can support greater skill in managing people.
MGMT600 | LESSON 7 (this is this weeks lesson)
BUSINESS MODELS DEALING WITH ORGANIZATIONAL CULTURE RELATING TO CUSTOMER SATISFACTION AND EMPLOYEE RETENTION
INTRODUCTION
Welcome to module week 7. This week we will research and explore the subject of corporate culture. The culture of an organization is similar to the personality of an individual as we explored in module week 6. A healthy corporate culture is one build on trust, fairness, and high ethical standards. An unhealthy corporate culture leads to a multitude of problems. Let’s get started.
Assessing Corporate Culture
Few topics in the field of compliance and ethics have generated more interest, and provoked more questions and concerns, than the topic of corporate culture—and rightly so. Compliance and ethics officers have every reason to be concerned about the new emphasis on culture.
To many, the term itself is like air: It’s there, it’s vitally important, but it’s hard to describe and harder still to do much about. While it is true that corporate culture has long been recognized as having a critical impact on the effectiveness of compliance—the maxim that bad culture trumps compliance is, for example, well known—until recently few were held accountable for developing and maintaining an ethical corporate culture. That is beginning to change.
But do compliance and ethics officers have the clout, resources or allies to do what must be done? What exactly are they supposed to do? What is the objective? What specific actions are required?
In this article, we will examine specific steps that compliance and ethics officers can take to assess and improve their corporate culture. In Part I, we present suggestions for the initial phase of assessment: creating a process to identify your current corporate culture. In Part II, published in a subsequent issue, we provide a step-by-step process for evaluating the impact your culture has on the effectiveness of your compliance and ethics initiatives.
Holding Companies and Individuals Accountable
Paul Fiorelli, in a recent article in the Wake Forest Law Review (Fall 2004) summarized the increasing number of regulations and guidelines that refer to ethics and corporate culture and that are now being used to hold corporations and individuals accountable. The SEC, Congress, regulators, the Sentencing Commission, the New York Stock Exchange, the Department of Justice, rating agencies and others ha ...
The document discusses HRD culture and its importance in organizations. It defines HRD culture and organizational culture. It outlines the significance of culture for communication and efficiency. It describes four common types of cultures - authoritarian, participative, mechanistic, and organic. Finally, it discusses how culture is learned through stories, rituals, symbols, and language in the organization.
Analyzing The Organizational Behavior Chart ElementsAllison Koehn
This document provides an analysis of organizational behavior concepts. It begins with definitions of key terms like organization, organizational behavior, human resources, and stress. It then explores topics like perception, personality, emotions, values, attitudes, diversity, and stress. It examines how these concepts impact individual and group behavior within organizations. The document aims to explain organizational behavior concepts for the purpose of improving organizational effectiveness.
1) Organizational culture refers to the shared assumptions, values, and beliefs that influence behavior within an organization. It is an important but often invisible aspect of an organization.
2) There are three levels of organizational culture - surface level artifacts, deeper values, and unconscious basic assumptions. Understanding an organization's culture involves analyzing all three levels.
3) A commonly used framework identifies seven dimensions that characterize organizational culture, including innovative, aggressive, outcome-oriented, and stable cultures. Understanding these dimensions can help analyze and manage an organization's culture.
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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Zhang d lis580_assignment2
1. Zhang, 1
Di Zhang
LIS 580 A
27 February 2012
Fostering Change Within an Organization Culture
Organizations tend to exhibit a culture and subcultures that can be analyzed on
three levels: artifacts, values, and assumptions. They are also constantly in flux due to
cultural shifts, competition, new technologies, and a many other factors. Edgar H. Schein
has been a leading researcher in both organizational culture and change. In this paper, I use
Schein‟s model of culture to analyze the subcultures of Ballard Library, a branch of the
Seattle Public Library (SPL). I also use his model of change to analyze an important
change that is occurring in Ballard Library: the shift away from top-down approach to
management.
Culture
Artifacts are the most visible level of culture and include the constructed physical
and social environment, although their meaning is not always decipherable. To reach a
deeper analysis of culture, one must examine the values and underlying assumptions
shared by the participants in the culture and subcultures. In this section of the paper, I will
examine three subcultures at Ballard Library—shelving and clerical staff (I will call them
service staff), reference staff, and managers—and analyze these subcultures according to
Schein‟s three levels so of culture. Service staff are concerned with the flow and handling
of materials and direct interaction with library patrons. Reference staff are information
professionals that deal with answer questions regarding searches for information.
Managers supervise the other staff and oversee the day-to-day operations of local branches.
2. Zhang, 2
Service Staff:
One important artifact shared by service staff is stories. One clerk told shelvers a
story of when she was a shelver and the Manager was overly critical and demanding of her.
She had felt overwhelmed and broke down in tears; eventually the union had to get
involved to reprimand the Manager.1 The union is therefore a symbol of justice for service
staff and a check on power of managers. One value that we can discern is that service staff
should seek outside support when they feel that they are being treated unfairly.
Some shelvers resent the fact that they cannot “change the rules” of their jobs, often
complaining about having to do tasks a certain way. Yet these staff members are often
afraid or otherwise unwilling to voice their concerns to management. The underlying
assumption here is that you should always do what your boss tells you andyou should do
things the way others have agreed upon (whether by explicit agreement or acquiescence
tothe current system of doing things), even when you find a reason to do things differently.
Thus, even though you should voice your opinions and suggestions freely is an espoused
value, it is not an actual value that is in line with the behavior of many shelvers. This
highlights Schein‟s claim that such espoused values are not congruent with underlying
assumptions, which are actually better predictor of behavior (1996, p. 436). When
espoused values are congruent with underlying assumptions, it can help unify the group
around a common philosophy. Thus, there is room for improving unity in Ballard‟s
shelving and clerical staff; the latter talk more often to managers and are more comfortable
voicing their opinions than the former.
1
The Assistant Manager (who used to be the Manager under the old system of management) at that branch
has been overheard saying that unions get in the way of what she wants her workers to do. Although this was
most likely said in a joking way, it still reveals tensions between management and the union.
3. Zhang, 3
However, there are several underlying assumptions that service staff do share: you
should always help coworkers whenever you can, and you should ask for help whenever
you need. These assumptions have always been reliable in solving problems in the
workplace and are therefore taken for granted. There is alsoa belief among service staff
that staff members are competent, hardworking and well intentioned and that they should
be given the benefit of the doubt. For example, if two or more staff members are seen
standing still and engaged in a conversation, the service staff assume that those staff
members are discussing something that relates to work. Therefore, they are still perceived
as being productive workers, rather than lazy or incompetent, even when they are not
performing any work related tasks.
Reference Staff:
One important artifact for reference staff is displays, which is a creative artifact that
highlights the library‟s collection and influences the kinds of books and media library
patrons check out. Displays reinforce the idea that librarians are responsible for the
collection. Therefore, a shared value is that librarians, and only librarians should manage
the library collection. However, this valuewas not working well for the Ballard staff;
librarians were not coordinating their displays and were too pressed for time to do a good
job on them. Therefore, this assumption did not represent a “solution to a problem that
works repeatedly” (Schein, 1996, p. 437). In other words, this value does not represent an
underlying assumption but is merely an espoused value that needed to be reevaluated.2
2Since the end of 2011, all staff members have been encouraged to create displays. The culture has
shifted to one where everyone shares responsibility for the library collection. Members are able to see
their influence and their interests reflected in their work environment and in the circulation of
4. Zhang, 4
Another artifact that is particular to reference staff is their jargon. For example,
when referring to magazines, librarians may speak of “current issues” and “back issues.”
Jargonisindicative of a subculture because it points to a common way of describing things
and therefore a common way of perceiving and thinking about things. It creates a sense of
community and culture around reference staff‟s esoteric knowledge of the collection,
reinforcing the underlying assumption that reference staff members are the library‟s
“professional staff” and are the “go-to” people for information searches.
Managers:
Jargon is definitely a part of this subculture as well. For example, ifone attends
managerial meetings, or even unit meetings with all staff, one will often hear managers
speak of WEDE, which stands for Welcome Engage Deliver and Exceed Expectations,
SPL‟s customer service slogan. This is language that is particular to managers, who wish
to spell out what customer service is in no uncertain terms.3 Thus, management staff value
writing out standards and organizational values for the sake ofinspiring and evaluating
staff performance. In reality, management has fallen behind in evaluating staff and the
actual behavior of managers does not truly reflect espoused values. The underlying
assumption is that management does not need to talk to staff unless there is a problem with
performance.4 This contributes to a culture that believes in negative reinforcement5 and
materials. Thus, the underlying assumption is that all library staff members have a say in how the
collection is managed, especially in terms of highlighting topics and themes of interest.
3The rest of the staff rarely use slogans or acronyms, but rather demonstrate customer service through setting
and learning from examples.
4
I have worked nearly 4 years at SPL and only had one performance evaluation. A manager once told me: “if
we don‟t have to talk to you, that means you‟re doing a good job.” I call this the negative reinforcement
assumption.
5
An exception is the occasional generic party that celebrates “a job well done by the wonderful staff”
without giving any specifics about performance.
5. Zhang, 5
does not believe in a consistent dialog between management and other staff about
performance.
Change
SPL management is currently transitioningto a more democratic and less
hierarchical model of problem solving called “interest-based problem solving” (IBPS).My
analysis will focus on how local managers, particularly at Ballard Library, are leading the
effort to change. According to Schein (2002), all planned and managed change begins from
a quasi-stationary state and occurs in 3 stages: unfreezing, changing, and refreezing. In
order for change to happen, the current equilibrium must first be „unfrozen.‟ That is, there
has to be a reason and a motivation to change on the part of the targets. This involves
disconfirmation of the current state of affairs as well as a psychological safety, supporting
the target in a way that will help them overcome learning anxiety (i.e. learning new
behaviors, attitudes, and roles). Neither requirement for unfreezing has been adequately
utilized by managers at the Ballard Library. Managers have not provided information about
why the current top-down “dictating” approach to problem solving is unacceptable.6
Moreover, there is not enough psychological support offered tostaffto undergo change.
Althoughstaff will be required to attend training on interest-based problem solving, there is
no set timeframe on when staff will be trained. This creates uncertainty and raises anxiety.
One worry is that managers will expect staff to be “more involved” in the meantime
without having yet had the training; this is already happening at Ballard, where the
Assistant Manager is expecting staff to be more vocal and take on a greater role in
6
For instance, is it because it is not effective? Is it because it violates our espoused values? Is it because it is
inadequate for meeting the organizational goal to “foster an organizational goal of innovation” (goal 5 of the
SPL Strategic Plan)?
6. Zhang, 6
facilitating unit meetings without providing training or information on why and how this
change should occur.
Only after being unfrozen do the targets become uncomfortable with the current
state of things and thus motivated to change. Theactual change is the second step in the
change process. According to Schein (2002), change occurs from a combination of role
modeling and scanning. Role modeling refers to active coaching that demonstrates by
example new ways of thinking, new behaviors, and new skills. Scanning involves trial and
error as targets figure out what solutions will work in their environment. The latter change
strategy is more conducive to lasting change, as is evident at the Ballard Library. Ballard
staff members were recentlyasked to scan their environment to propose standards of
appearance for their work environment. Managers took the service staff and reference staff
on a “walking tour” of the library and asked for ideas of how to improve the library‟s
appearance for both workers and patrons. With little role modeling7, staffmembers were
broken up into teams that would meet on their own, do their own analysis of a specific area
of their environment, draft up a portion of the appearance standards, and present their
proposals at a unit meeting. Heavy emphasis was put on the proposal of innovative
solutions and “trying things out” to see if they would be effective in the workplace. Schein
suggests that scanning is the most important part of lasting change, as “[s]uperiors
must…learn how to force the learners to develop their own solutions to the change
dilemma and must make themselves relatively unavailable as role models” (p. 41). Once
staff realize that the solutions that they discover on their own are actually effective, they
7
Staff were given a copy of appearance standards that had been developed at another branch. However, these
appearance standards were only to be used as a starting point to brainstorm ideas for how things should work
at Ballard.
7. Zhang, 7
are more likely to internalize the new approach as a basic assumption.
The final step in the change process is refreezing. According to Schein (2002), this
involves “personal integration” where new behaviors will only last if they fit the
personality or culture of the staff (p. 39). SPL hopes to facilitate refreezing by having all
staff eventually undergo the same IBPS training. This offers the best chance to change the
culture of SPL because it involves “team building” and the acceptance of change by whole
system, starting with management (all managers have already had the training), not just
one subculture (p. 40). However, training a staff that amounts to hundred of members with
several subcultures and a great deal of diversity within and between those subcultures does
present its share of challenges. For starters, the goal of training all staff in a timely manner
is overly ambitious and unrealistic. At the moment, only managers have had IBPS training,
yet they have already begun to expect changes in the rest of the staff without the aid of a
system-wide unfreezing. Secondly, managers must consider the vulnerability of staff to
change. Older staff membersthat are in the “baby boomer” generation often have deep-
rooted beliefs that managers should dictate to their subordinates. There are also language
and cultural barriers; for example, many staff members speak English as their second or
third language and may not be comfortable accepting the level of vocality required of the
new model of problem solving. Currently, SPL‟s greatest challenge in changing the system
is to provide the disconfirmation and the psychological safety needed to unfreeze the
system. Addressing underlying assumptions of staff and providing the training needed to
understand the rationale behind the new problem solving approach will greatly assist the
facilitation of lasting change.
8. Zhang, 8
Bibliography
Schein, E. H., 1990, Organizational culture, American psychologist, 45(2), 109.
Schein, E. H., 1996, “Defining Organizational Culture”, in: Shafritz Jay M. and Ott
Steven J., Classics of Organization Theory, 4th edition, 430-441
Schein, E. H., 2002, “Models and Tools for Stability and Change in Human Systems”,
Reflections, Vol. 4(2), pp. 34-46.