A Corporation's Structure and Culture as its Internal Strength and Weakness

To understand the organizational culture of a company, one needs to start by looking at the history. Lakeshore Learning Materials was born from a divorced mother of three named Ethelyn Kaplan, who took a dream and a chance by moving her family to California in 1954 to open a toy store. When she started noticing that teachers were interested in her material, Ethelyn realized that she needed to expand her business into educational materials. 60 years later, Lakeshore Learning Materials has grown into a company with over 2000 employees, 60 retail stores throughout the United States and growing. Lakeshore Learning Materials is currently headed by Ethelyn’s grandsons, Bo and Josh Kaplan. Under the supervision of Bo and Josh, Lakeshore continues to be a leader in the Educational Materials, yet still able to keep the family culture that their grandmother started. Highest quality customer service and hard work are the core values that shape Lakeshore’s Organizational Strategy. These high expectations aren’t hard for employees at Lakeshore because the company is so loved by everyone that works there, that they give nothing less than the best.

Every organization has values and beliefs that define what they do and how they do things in the organization. These values have significant influence on how the employees behaves and the general performance of the organization – it is these set of values and beliefs, rooted deep in the company’s organizational structure that depict the “dos”, “don’t” and the “hows”, of the organization and these unequivocally represents the culture of the organization. This concept became popular in the 1980s when Peters and Waterman in their book: “In search of Excellence” presented the profound argument that, the success of any organization is inextricable linked to the quality of its culture. (Carpenter, M., Taylor, B., Erdogan, B. 2009 p183). The purpose of this paper is an attempt to analyse the impact diverse cultures played in the success of the Lincoln Electric Company.

Another reason why physicians are finding it difficult employ the time-honored principles listed within the Hippocratic Oath is due to the increase in the number of patients listed under their care and the short amount of time with which they are able to see their patients (Hippocrates, pg. 1). Physicians, who work at clinics, on average, find themselves in charge of several patients. The number of patients that a physician must care for is generally too many for him to become acquainted with and care for, especially if the patient doesn’t schedule routine visits. As a result, physicians are only able to see patients for about an hour. During the appointments, physicians try their best to answer their patient’s questions. However, patients’ often feel intimidated and

Elite groups and associations have developed creeds or oaths throughout history. Doctors, lawyers, Army Rangers, Navy SEALs, and knights all aspire to hold to their directives. These oaths outline a set of values, and a code of conduct by which the group’s initiates are expected to hold. The oaths taken by these warrior classes are important for trust between members that, in grave circumstances, a behavior in accordance with high standards is to be expected. On a different professional level, a lawyer’s or doctor’s oath is to the people they serve. These oaths serve to instill confidence in the professional-to-patient relationship by establishing a standard of professional accountability within their respective fields. The Hippocratic Oath is purported to be a foundation for ethics and the practice of medicine. Though it exists in different versions, depending on the institution, the general themes and function remain the same (Markel). Any oath taken is meant to elevate the level of expectations for services rendered. In practice, however, especially in cases of medical oaths, it appears that the oaths are ceremonial and apparently obsolete. A survey conducted in 2012 noted that very few physicians had better than a rudimentary knowledge of the content of The Hippocratic Oath (Jhala and Jhala 279). If the Hippocratic Oath or any oath is intended to be the moral and ethical compass for physicians, it should be taken with an enforceable level of accountability and

Honorable doctors do their best to uphold the Hippocratic oath by being kind to their patients and doing their best to connect. At Harvard, they are now teaching how to connect and bond with patients through Patient-Doctor classes to create a more effective and comforting hospital experience. I know when I go to the hospital, I enjoy when doctors and nurses talk to me about my life and theirs. That bond that is created helps build a trust that this doctor cares and wants what's best for those that they treat; when things go wrong, it also opens up the ability to comfort one another. Building relationships between doctors and patients change the dynamics so that it ends up being doctor

Teaching hospitals are meant to train future professionals while ensuring that they provide the uppermost care for their patients. However, what some teaching hospitals fail to maintain is a strong and positive doctor-patient relationship. You would think that television shows and films

The corporate culture of HealthSouth Corporation was one of pressure and blackmailing. The corporate culture of a corporation determines how management, employees, and customers interact within the work environment and corporate market. According to the case, HealthSouth Corporation pressured company employees to meet the futile expectations of corporate Wall Street. As well as pressure from corporate executives of the company, the employees learned by example from the unethical,

There is no “one size fits all” when it comes to structure and culture within an organization since industries and situations can vary. Furthermore, if an organization wants to improve its effectiveness and performance, their organizational culture needs to be strong and provide a strategic competitive advantage when it comes to its beliefs, and values. Organizations can differentiate itself from one another by those that do not have structure and culture. It is important to know that employees in all organizations want to work in an environment of trust and respect where they

When an organization does not use a holistic approach towards their culture, structure and systems, the organization could create a poor working environment for its employees and poor results for their customers. An example of culture, structure and systems not working well together can be seen in General Motors (GM). GM prior to its bankruptcy was seen to be a “highly bureaucratic company in which brands, departments and regions operated like self-governing and competing states with a federation” (Smerd, J. 2009).

For this assignment, I had the pleasure reviewing the organizational structure and culture of Carolina HealthCare System (CHS) a medical organization. In my interview, I spoke with an employee that has been a part of CHS for over seven years preceding the completion of his military term. Coming from the United States Navy his views on organizational structure and culture was completely different from his experiences that he has had since being employed with CHS. I will attempt to bring these views and structure elements to the light as well as ideas in which he can possibly improve his overall experience. Our interview shades on the fact that all employee 's perspective on organizational structure is not always as it appears in black and white.

There is a tremendous amount of literature regarding Organizational Culture as it relates to corporate business. Peters and Waterman (1982) book, In Search of Excellence: Lessons from America’s Best Run Companies, became the blueprint for organizational success. With the paradigm shift of hospitals becoming more “business- like” through mergers, acquisition, and pay for performance, organizational culture in a hospital setting will need to be furthered analyzed and defined as a predicator of success.

The Organizational culture and structure can have real big impact on the quality of care either negatively or positively. If the organizational culture is poor then it is really hard to provide best health care that can work effectively. Poor organizational culture creates poor work condition at the facilities for workers, which leads to lots of stress and low quality of patient care. A many medical errors caused by employees, who were under lots of stress and workload (Imhof & Kaskie, 2008).

The purpose of this paper is to analyze the culture, the internal, and the external factors in an organization. Our job is to examine the entirety of the organization. That would include the structural and environmental elements that effect the operation of the business. We will also take an in depth look at the perspectives of employees, managers, owners, and clientele.

The culture of an organization is the set of values, beliefs, behaviors, customs, and attitudes that helps its members understand what the organization stands for, how it does things, and what it considers important"(Griffin, 49). In other words, "the way things work around here" (Dr. Williams). In order for any small business or large corporation to be successful, the employees must understand what is expected of them. While things might be slightly different in a large corporation versus a small "mom and pop shop", the goal of both is the same. MAKE THE BUSINESS MONEY. The topic of my paper will be on makes a good corporate culture.

* Political science in explaining how power struggles between groups within organisations can stem from variances in performance and agendas.