Careers And Leadership At Ch2m Hill : Adapting Structure And Culture

Organizational culture is the “values and beliefs that people have about an organization and provides expectations to people about the appropriate way to behave” (Kinicki, 2013, slide 3). Corporates can change Changing organizational culture can be a process using one or more of the eleven strategies, (1) formal statements, (2) slogans & sayings, (3) stories, legend, & myths, (4) leader reactions crises, (5) role modeling, training, & coaching, (6) physical design, (7) rewards, titles, promotions, & bonuses, (8) organizational goals & performance criteria, (9) measurable & controllable activities, (10) organizational structure, and (11) organizational systems & procedures (Kinicki & Williams, 2013, p. 236-137). Like stated before organizations

Organizational culture could almost be considered the roots of a company. The way a company’s employees think, the way the customers feel, and the company’s decisions are made are all based around the culture that the company has laid for itself. An employee’s values, thoughts, and actions should reflect those stated in the company’s mission. Southwest Airlines and American Airlines, while both attempting to create a culture that is comfortable and pleasing to their

Broadhurst, J. (2012). Employee development is a great business opportunity. Human Resource Management International Digest, 20(6), 27-30. doi:http://dx.doi.org/10.1108/09670731211260861

McCoy’s Building Supply Centers and Chick-fil-A are two 70 years old, successful companies withstanding the test of time. They continue to sustain growth and longevity through economic turbulence, and remain competitive with new and upcoming companies. What is the secret to their success one might wonder? As we examine each company, we begin to recognize the existence of a strong organizational culture. The organizational culture of a company is the anchoring core values, which permeates throughout the company and its employees (Schermerhorn, Osborn & Uhl-Bien, 2012, pp. 9).

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

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.

Thus, it is imperative that employers construct training programs that are effective and ones that will assist their employees reach their maximum potential. Due to the fact, that the baby boomers are eventually departing their own perspective organizations and that these companies will be depleted of the vast knowledge retained by the aging workforce. These companies will need to be prudent in devising their training platforms. Hence, in view of this dilemma occurring within today’s corporations induced by the departure of Generation X. It’s my suggestion that these organizations institute a coaching and mentoring program. Thereupon, as mentioned earlier during this study, these organizations could utilize their older workforce to guide those millennials entering the workforce. That being the case, it is now an appropriate time to shift onto the last phase of this case assignment. And, briefly analyze the amount of specificity the HRM team should place on the value of maintaining an aging workforce, along, with annotating the type of data that should be compiled for such

Within organizations, large and small, there exists a sense of identity among its members that separates it from other organizations. This sense of identity is known as organizational culture. All over, managers seek to influence and change this into something that can be beneficial for the organization. In his article, “The Six Levers for Managing Organizational Culture”, Professor David W. Young defines the different elements that can influence and change the culture within the organization and how the reader can use these “levers” to their advantage. While the author does present a decent explanation for changing the culture of an organization, he leaves many questions unanswered that leaves his argument incomplete.

A strategic management program is imperative for any successful business in today’s company environment. Organizations are willing to spend not only time, but also invest millions of dollars in the talent management programs because of the obvious benefits the programs create such as employment engagement, customer satisfaction, absenteeism, turnover, employee loyalty, and union avoidance. Talent management programs consists of many critical components that when organized properly foster a setting of continuous growth and success. These components of an effective program include: 1. Onboarding 2. Training and development 3. Performance management 4. Employee engagement 5. Succession planning 6. Mentorship 7.Work Life/Balance 8. Offboarding. Organizations must ensure that they have the human resources capabilities readily available to meet the current and future requirements of an ever changing demand. Therefore, having a strong talent management program is critical and incorporating each of these components will ensure that the talent management program is successful.

In this paper I will discuss the effects and responsibilities leaders have on an organizational culture. I believe leaders have an enormous effect on the well-being of an organizational culture. Leaders must take an active role within their organization's culture. Whether positive or negative, in an organization, things tend to follow suit "down hill." A leader has the power and influence to maintain, create, or repair an organizational culture. However, this can prove to be a delicate and challenging task.

The case study detailing the dilemma faced by the organization known as Box, Inc., is one concerned with the challenge of maintaining organizational culture in the face of rapid growth. The organization began as a classic start-up company that evolved out of a garage by a few friends. Beginning as a simple organization with few team members paved the way for the successful culture that would permeate the company for years to come. The challenge facing Box, Inc. in the study is not one of loss, but, rather, one of gain. The organization has rapidly expanded in the last few years, now hosting multiple sites around the globe and over a thousand employees. This rapid change presents the top executives, such as CEO Aaron Levie with the difficult task of preserving their start-up culture that breeds ingenuity and success. One managerial solution the top executives implemented was their institution of a rigorous and highly selective hiring process. This solution was highly effective in maintaining the organizational culture within Box, Inc., in light of the multiple organizational behavior theories that describe the strong correlation between selective hiring and cultural sustainability within a company.

In today’s dynamic business environment leadership must understand the value and importance of their organizations’ culture. While it may never be formally defined, leadership must have a vision of their intended culture and a plan for creating and maintaining it. This vision will serve as the potter’s clay that determines everything from the dress code to the organizational structure. This paper examines two methods organizations can choose to create and maintain a healthy culture.

Ehtesham, Muhammad, and Muhammad (2011) found an empirical correlation between performance and business culture leadership at a .99 confidence level. Surveying over 600,000 employees in over 500 firms worldwide, Keller and Price (2011b) found healthy firms had (a) a 2.2 times greater probability of an above-median EBITDA2 margin, (b) a 2.0 times better prospect of above-median growth in enterprise-to-book value, and (c) a 1.5 times greater chance of having above-median growth in net income to sales than unhealthy companies. Yet at the same time, thousands of executives surveyed indicated that change program failures stemmed from poor organizational health more than 70% of the time.

Living in a world of approximately 7.5 billion people mean living with different perspectives, different ideas, different cultures; in other words, we live in a society full of diversities. Throughout this semester, I have learned that an organization cannot function without people. In fact, employees are one of the valuable assets of an organization. Every organization has a corporate culture; thus, living in a world of diversities poses the challenge for companies in maintaining such culture alive. I believe that organizational culture, just like Politics, cannot be avoided within an organization. I am not a mother yet, but based on my observation, organizational culture is like growing up a child that is, it requires of a strong mother (an empowered leader) to nurture a child (culture) with values and confidence which are key elements towards attaining success.

Existing culture can in times be very hard to continue with because of the change in the growth or in the strategic change in the organisation. At such appropriate web of culture is important to be identified or that can be a problem in the progress of the organisation. These identified elements will give organisation a bigger picture of what was going wrong and how can they change it towards betterment of the organisation.