Corporate Cultures: Sergio Marchionne, Chief Executive At Chrysler

The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. Once culture is established and accepted, they become a strong leadership tool to communicate the leader 's beliefs and values to organizational members, and especially new comers. When leaders promote ethical culture, they become successful in maintaining organizational growth, the good services demanded by the society, the ability to address problems before they become disasters and consequently are competitive against rivals. The leader 's success will depend to a large extent, on his knowledge and understanding of the organizational culture. The leader who understands his organizational culture and takes it seriously is capable of predicting the outcome of his decisions in preventing any anticipated consequences. What then is organizational culture? The concept of organizational culture has been defined from many perspectives in the literature. There is no one single definition for organizational culture. The topic of organizational culture has been studied from many perspectives and disciplines, such as anthropology, sociology, organizational behavior, and organizational leadership to name a few. Deal defines organizational culture as values,

Cultural organization is unique and configures their norms, beliefs, values, and behavioral characteristics into the individual and groups that unite to get things accomplished. Patterns begin to evolve and become a rule of basic assumption; whether it is a new idea, one recently discovered or under development by a certain group as they learn to cope with internal integration and external adaptation problems. Cultural characteristics are hard to define because culture is multi-dimensional with integrated components that intertwine at different levels and ever-changing which takes time to establish and therefore time to change it also. Culture becomes the fabric or social glue that unites its participants, this will counteract any processes that are different becomes an unavoidable side-effect of life in an organization. Mutual understandings and a shared system of meanings becomes the basis of communication in a cultural organization. Functions of a society need to be fulfilled with a certain amount of satisfaction or culture can impede the efficiency of that organization. Problems with this concept arise when trying to categorize culture or when, why, or how corporate culture should be changed or finding the best, healthiest or most desirable one.

There is no single way to describe culture, rather there are numerous. According to Schein (p. 12, 1992), Organizational culture is defined as “a pattern of shared basic assumptions learned by a group as it solves its problems of external adaptation 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 perceived, think, and feel in relation to those problems.” Another way to describe this concept is that it is “a system of assumptions, beliefs, values and behavioural norms which have been developed and adopted by

This article appeared on Forbes.com and was written by Dr. Chris Cancialosi. Dr. Cancialosi is the founder of a consulting company that specializes in organizational culture. The article is short, however provides the reader with a very clear and useful way for a leader to conduct a litmus test of the organization’s culture by asking four questions. The questions are straightforward, however they help to explore some of the issues that Schein (2010) presents in his model about organizational culture such as espoused beliefs and values, basic assumptions, and organizational practices. The utility of these four questions is that they are not highly analytical or cumbersome to find the answers to. In fact, they are straightforward enough

The Organisational Cultural Model helps you to categorise organisational cultures in a handy and operational way. Consisting of six autonomous dimensions or variables and two semi-autonomous dimensions. Geert's research has shown that organizational cultures differ at six different levels - Means-oriented vs. Goal-oriented , Internally driven vs. Externally driven

The organizational culture - much has been written about organizational culture. It is sufficient to note here that the reward system, the

In this report we aim to explore three different theories regarding organisation culture and apply these theories to three businesses with different values and structures. We will go about this by using primary research we have gathered to make informed decisions on what theories suit the different businesses best and why some theories cannot be applied in certain circumstances.

Culture is steady, clear patterns of behavior in organizations. This view heightens repeated behavior or habits as the heart of culture and deemphasizes what people feel, think or believe. It also focuses our attention on the forces that mold behavior in organizations, and so brings up an important question: are all those forces “culture” or is culture simply the behavioral outputs?

When discussing the organizational culture within a company such as GE, we can break management concepts down into three categories. According to Argenti (2002), organizational behavior in organizations is usually broken down into three main areas:

Organizational culture can be described as shared values and beliefs amongst the population of employees. Basic assumptions exist to inform a group or an individual on what to pay attention to, what things mean, how to react emotionally to what is going on in front of them, and what actions are required to take in various situations. Culture can further be broken down further into three levels. The first level is artifacts, which includes all instances that you would see, hear, and feel in an organization. The second level is espoused beliefs and values, which reflects an individual’s original beliefs and values.

What is organizational culture? This indefinable combination of values, beliefs, and practice that a corporation posses, which makes the difference between surviving and thriving, succeeding and failing. Most large corporations typically have a strong culture with values and norms appropriate to the organizational purpose. In a big organization, sub-cultures also exist, division to division, office to office. In this part of this group assignment I will describe the organizational culture of one of the most famous internet companies in the world, which is also the largest marketplace in the internet – EBay.

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.

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).

1b) Organisational culture is its personality. Or ‘Culture is a popular explanatory concept frequently used to describe a company, a rationale for people’s behaviour, a guideline for action, a cause for condemnation or praise, or a quality that mistakes a company ‘what it is’ (Kunda, 1992).’ (Wilson F. M., 2010). Each organisation has unique culture that impact in that way organisation operates. Types of culture: Power culture – centralisation of power is the key function and there is a central power source and influence spread out from centre. ‘Ford’ organisation was regarded to be the most representative of power culture. Role culture – typical bureaucratic organisation, which is divided onto layers of offices and officials. This type organisation can be arranged following to functions of marketing, human relations, finance, etc. Task culture – is job or project oriented and is placed for completing a specific task. Team culture very well determines in the task way in which the work is organised. Bringing 2

Corporate culture is considered a relatively new field of study in business. Management scholars started paying attention to the concept in the 1980s. Moreover, one of the first papers about the subject was published by Andrew M. Pettigrew in 1979 under the title “On studying organizational cultures” (Pettigrew, 1979). Further investigation of the subject followed by Ouchi (1981), Pascale and Athos (1981), Deal and Kennedy (1985), Sathe (1985), or Denison (1990). However, the accomplishments of an MIT professor under the name of Edgar Schein introduced more complexity and sophistication to the study field. He established the conceptual framework of how culture operates with in the organization by introducing the three levels of culture and the three stages model of learning (Montaña, 2011). E. Schein defines corporate culture as “a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that 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