Griswold Industries

meaning and provide them with rules for behavior in their organization, however culture does not necessarily imply uniformity of values. Often different values can be displayed by people of the same culture.

Culture is an observable, powerful force in any organization. “Made up of its members’ shared values, beliefs, symbols, and behaviors, culture guides individual decisions and actions at the unconscious level. As a result, it can have a potent effect on a company’s well-being and success” (One Page, n.d.).

Cultural differences according to Adler "involves the integrated and maintained system of socially acquired values, beliefs, and rules of conduct which impact the range of accepted behaviors distinguishable from one societal group to another". (Adler, N. J. (1997). International dimensions of organizational behavior (3rd ed.). Cincinnati, OH: Shout-Western College Publishing)

“Culture consists of the symbols, rituals, language, and social dramas that highlight organizational life, including myths, stories, and jargon. It includes the shared meanings associated with the symbols, rituals, and language. Culture combines the philosophy of the firm with beliefs, expectations, and values shared by members. It contains the stories and myths about the company's founder and its current leading figures. Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations. An organization's culture determines how it perceives and reacts to the larger environment (Becker, 1982; Schein, 1996). Culture determines the nature

Organizational culture shapes and reinforces certain employee attitudes and behaviors by creating a system of control over employees.

All Organisations posses a distinct form of culture with some having more than a single culture. This culture is usually very difficult to measure, change and most especially change.

Matching employees with appropriate abilities for each job, providing training in standard methods, and supporting workers by planning and eliminating interruptions is a clear representation of Taylor’s Scientific Management practice. Giving employees the opportunity to excel makes them proud, thus further increasing their performance, responsibility, integrity and ethics. This process also helps them to identify and work towards the common goal. The value of the company’s performance becomes the higher purpose that drives the entire company to succeed. As a result, in December 2007, Northrop Grumman Corporation was awarded the prestigious Ron Brown Award for Corporate Leadership, the only Presidential award recognizing companies for outstanding achievement in employee and community relations. Although, the company is made out of many divisions they work very closely together. All the departments are interdependent of one another. Northrop is a product of interaction of the parts – its departments and its participants. The collective effort and mutual reliance of this company’s members is in according with the Systems Theory and was awarded recently with the Defense Science and Technology Group Eureka Prize for Outstanding Science for Safeguarding

Corporate culture can be shown in the workplace. How people dress, how the offices look, how the employees are treated and the way the workplace puts its culture into its merchandise & services and how it shows itself to its customers. There can also be cultural diversity in the workplace with individuals themselves. That can cause problems in the corporation with everybody's diverse ways.

It is commonly known that different organisations have their individual cultures. Culture describes who they are and what they stand for. It relates to the organisation 's traditions, customs, beliefs, meanings, morals, ethics, norms, language, shared values and practices. The business culture determines how people communicate within the company. There are numerous factors affecting

Grommet Industries is facing some very tough business decisions to stabilize the company and restructure to stimulate growth. The HR issues that I am now asked to address in our meeting with Mr. Ramon include identifying the issues we are facing, the options we have to work with, and strategies to use for implementation.

Boeing’s management has been concentrating on diversification of the overall company activities. The management has a concept that oversees the diverse employees, business partners and customer relations are important to creation of advanced aerospace services and goods for the diverse customers around the world. It has concentrated on creating good working conditions for its employees through creating an environment that is conducive. The environment refers to a welcoming, engaging and respectful environment with chances for both professional and personal development of the employee.

Hofstede (2003) defined culture as "the collective programming of the mind that distinguishes the members of one group or category of people from another". Corporate culture refers to the intangible aspects of companies, including the interactions at an interpersonal level, and values, morals and ethics which permeate the way that decisions are made and polices are implemented (Buchanan & Huczynski, 2011). Just as when one undertakes international travel, and sees different cultures where there are different attitudes and traditions, one can also observe different

An organization’s culture shapes the attitudes and behaviors of its employees by defining boundaries, providing a sense of identity and stability. It also establishes a standard in regards to what employees should say and do. Culture can be transmitted via stories, rituals, material symbols and language. Culture within an organization is no exception.

The most recent studies in cross-cultural management reveal that the culture is a very expansive subject for organizations to study, especially for organizations, which hire the most diverse workforce. One definition of a diverse workforce could be as the one, which comes from different ethnic and demographic backgrounds (Plessis, 2011). For studying culture of the diverse workforce, there are two parts to study, the implicit and the explicit culture. The explicit culture includes behavior while the implicit part involves norms and values of individuals (Guang & Trotter, 2012). The explicit culture is already known when workers stay and work in a firm for a length of time, but the most difficult is to understand the implicit culture which is obscured in form of norms and values of the workers. Due to the differences of cultures, workers hold a great potential of variance, variety in terms of their explicit and implicit parts of the culture. The

The shared characteristics and, in some cases, perception of employees create what is known as organizational culture. A strong culture constructs a unified employee atmosphere, whereas a weak culture lacks a shared sense of distinction between employees. An employee’s heritage or individual culture, although different than, affects the overall organizational culture of companies. Like society, sub-cultures exist within organizations. Formed by departmental function, geographical location, and/or the personalities of employees, sub-cultures include employees who continue to adhere to the organizations’ overall culture, but have additional independent characteristics. Employees’ individual heritage, along with the culture and