Components Within Organization Culture And The Management Of The Culture

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.

The formal reporting lines refers to the communication between directors, managers, and those employees under them in the organizational structure while the informal reporting line refers to the communication that occurs between health care professionals in the course of the decision-making process, i.e. nurse to physician discussing a patient. Informal communication also can be peer to peer regarding conflict, policy, or safety issues. If a decision is made between the peers, the formal reporting line can be entered in with the peers taking the information up the chain to the managers and directors. Often informal reporting becomes formal reporting. In my organization our formal reporting line starts with the unit charge nurse, proceeding to the team coordinator, the director

Values are defined by personal standards or a set of principles desired by an individual created for them to live by. Values are the broad psychological constructs with implications for both motivated behavior and personal wellbeing that guide the selection or evaluation of actions, policies, people and events (Schwartz, 2006). Values provide guidance to some of our most important life decisions such as relationships and career choices. Hence, to a large extent our value system determines the quality of life we choose to lead. I consider myself more connected to pursuing a more intrinsic value systems as a reflection of my natural desire to actualize, self-develop and grow professionally, academically and personally.

Culture consists of beliefs and behavior. It is cultivated behavior in the sense that it is learnt from the other members of the society. According to Henry Mintzberg, an internationally renowned author on Business and Management, “culture is the soul of the organization – the beliefs and values, and how they are manifested. I think of the structure as the skeleton, and as the flesh and blood. And culture is the soul that holds the thing together and gives it life force.” These lines portray how critical is a culture in an organization.

An organizational culture can be defined as a group of different features that differentiates an organization from another organization. A number of researchers have defined the organizational culture as a beliefs, values and customs of an organization. These values and customs are delivered to each employee by the management of an organization. In this modern era of globalization, organizations are competing with each other and in this war of competition, maintaining an organizational culture is highly imperative. There are multiple reasons for this and one of the most significant reasons is to achieve effectiveness (Daft, pg. 34,2010).

There are many different interpretations on what organizational culture is; it can be defined as … This essay will be discussing and explaining organizational culture and change, furthermore how culture can have an influence on behaviour at work. In addition there will be an discussion on the organizational culture of two UK businesses, as well

Organizational culture can be defined as ‘a pattern of shared basic assumptions learned by a group as it solved its problems of external adaption and internal integration, which has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems’ (Schein 2010, p18). Having great organisational culture is not achievable in just one turn. Implementations of certain factors are required in order to attain an effective corporate culture. Factors that determine a company’s culture are: the vision of the organisation being understood by the staff, the decisions made by the managers and whether or not they reflect the values taught, and whether or not the perceptions, values and beliefs are being role modelled by managers on all levels. Through the discussion of how organisational cultures are established and maintained, its impact, the difference between strong and weak corporate cultures, how it affects the performance of managers as well as employees, and the process of changing an organisational culture, the importance of managers needing to have a thorough understanding of the culture, will become evident. Hofstede’s theory of dimensions, Maslow’s hierarchy of needs and Kotter’s theory of change, will support this.

Every business has their unique culture, which serves the purpose of providing standards and limitations for the behaviour that should be carried out while employed at the organisation (Calori & Samin 1991 pp.49-74). Numerous aspects make up a businesses ' unique culture, such as behavioural practices, group norms, the promoted values of the company, as well as the mental models a company chooses to adopt.

Values are core traits and qualities that represent an individual’s beliefs and guiding principles, which form the foundation of who we are. Values of people in society differ from one another due to the culture, upbringing, religious beliefs and many other experiences that shape each and every human being. Primarily, values are fundamentally taught at a young age, these values are predominantly learnt from family and friends, the community and through education. Therefore, schools and teachers have the opportunity to input into children positive and worthwhile values, to help build and strengthen personal and social skills and responsibilities. (Chilana, Dewan 1998, p 65) This paper outlines

Huawei launched its “Huawei Basic Law” in 1998. This law makes every details into formal regulations on the basis of summing up its own development experience. It aims to make Huawei’s development plan and to determine Huawei 's second pioneering concepts, strategies, principles and basic policies.

This essay will argue that organizational culture can and, should be managed. Increased business competition, amalgamations, globalization, acquisitions, business alliances, and other developments have created the need for management of organizational culture. The context of management of organizational culture is fundamental to much of the successive work on organizational efficiency.

The concept of culture has been linked increasingly with the study of organisation (Graves and Rouse, 1990). Nevertheless, Organisational culture is a set of beliefs, values, and norms, together with symbols like dramatized events and personalities, which represents the unique character of an organization, and provides the context for action in it and by it (Deshpande and Webster, 1989; Ravasi and Schultz, 2006; Xiaoming and Junchen, 2012). In other words, these organizational values in turn form out the standard norms and guidelines for the organization that makes it distinct from others (Van Maanen 1979).

Organizational culture is a set of shared norms and values that describes an organization (Ashworth P., 2015). Organizational culture is the only true and unique identifier (Ashworth P., 2015). It can be compared to finger prints, as it can be similar, but still unique compared to other organizations (Ashworth P., 2015). Products, innovations, strategies etc. can be replicated, but not an organization’s culture (Ashworth P., 2015). For customers, suppliers, employees, and all other stakeholders, it is culture that differentiates one organization from the other (Ashworth P., 2015).

It is the fourth day of the retreat and fifteen people are sitting in a conference room on the bank of the Mohican River in Ohio. The conversation is difficult; to the rhythm of brief respites of silence, the careful culling of words betrays the veiled tension. The moderator has been facilitating a discussion centred on the difference between leading and managing; many wonder: “What’s the point?” Everyone attending - mostly individuals who for years have been deeply immersed in a traditional manufacturing shop floor environment - work at Tool, Inc., a hierarchical organization where workers followed supervisor’s orders, who in turn executed the senior team’s strategy and mandates. To participants, facilitators look like supervisors, so they impatiently wait for an order. But they are not ordering, but asking. Naturally, it took them a few days to connect with the facilitators, who had been laboriously kneading them into a mind-set where such an intangible conversation about organizational culture would even be possible. After an hour of persistent nudging, one jaded machinist finally summarized Tool, Inc.’s culture: “Do your eight, hit the gate”.

These days Culture is magnificently important due to the fact that an organisation’s performance will improve through better understating of this and it can straight away influence the condition and image which are related to both the everyday understanding of a members and the feature of the sector and society of which the organisation is a part (Parker M, 2000)