Hp's Organizational Culture Analysis

“Culture is made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people. Culture is the behavior

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.

Prepare a 10-minute presentation (10-15 slides, not including title or reference slide) on organizational culture and values.

Prepare a 10-minute presentation (10-15 slides, not including title or reference slide) on organizational culture and values.

Leaders, worldwide are judged by their ability to conduct themselves appropriately as well as manage a team. A leader with vision and passion can positively influence persons by injecting enthusiasm and energy. “Today leaders are expected to guide, motivate,

Organizational culture is the stable beliefs, values, and assumptions shared by a group of people. I used to work at a bar and there was a shared understanding between the servers and bartenders. The bartenders were the managers, and each manager had their style of how the bar was ran each night. The servers had their system of who get what section, but they also had to follow the style of each bartender. The instrumental purpose of our organizational culture was influenced by who was managing the bar each night. There were some bartenders who did not like being bothered with questions from the servers and there were some who were nice and helpful. The bartenders that did not care, influenced the servers by letting them choose who had each section, deciding who had to clean and stock, and who was able to leave and at what times.

For most companies, identifying what a learning organization should be and actually becoming one is tricky at best, impossible at worst. One way that manager's and companies can promote the concept of being a learning organization is to assess whether the company is in need of a short-term fix or whether it is more focused on long-term results. Organizational learning is a long-term activity that will build competitive advantage over time and requires sustained management attention, commitment, and effort. Learning organizations maximize their competitive positions during strong economic times and they prudently train their employees and prepare for change even in turbulent times. As a result, learning organizations and learning

I work for Cornerstone Services in Joliet, IL. Cornerstone is a not-for-profit organizational that provides vocational, residential and behavioral health services for individuals with chronic mental illness and/or intellectual disabilities ("Cornerstone Services,” 2016). Cornerstone has been serving the Joliet and greater Will County area since 1969, and Kankakee County since 2013, and strives to integrate individuals from institutions and nursing homes into the community and make connections to local resources to enrich the lives of those we serve. A number of therapy programs are offered such as outpatient therapy, group therapy, addiction counseling, psychosocial rehabilitation

The unit I selected to study is the Sales and Service department of the organization where I am employed, Verizon Telecommunications. It is the customer service department in which customers call in to order new service, add services or products to existing service, and report any questions, comments or complaints. In addition to placing orders for services, if a customer has a problem or a technical issue, my job is to analyze the problem or issue and recommend a solution. Notice however, the department title, Sales and Service. It is of no accident that the word Sales, is before Service. This is in fact a sales job. During every call, I must make sure I recommend a product or service to

An organization’s culture is the sum parts of the institutions values, beliefs, mission and vision. It is impossible to assess an organization’s culture without looking at the leadership within the organization. It is the leaders of an organization that actively participate in the goalsetting that perpetuates the organizational culture. The U. S. Public Health system is a complex network of federal, state and local organizations aimed at delivering health care services throughout the United States (Mays, Scutchfield, Bhandari, & Smith, 2010). Local health departments (LHD) service the entire country and in some instances are the only source of health care services in certain communities (Ransom, Schaff, & Kan, 2012). The LHD is the most basic level of the public health care system and impacts communities and outcomes more so than agencies at the state or federal level (Ransom, Schaff, & Kan, 2012). The local community or county health department’s mission is to promote health,

According to Mclean and Marshall (1993) organisational culture is defined as the collection of traditions, values, policies, beliefs and attitudes that contribute a pervasive context for everything we do and think in an organisation. (ie) this means that these factors actually determine how we think as well as act and react not only to people from within the same organisation but also to anybody on the outside who has some sort of interaction with the organisation. As can be seen with the part-structure in Figure 1, this organisation (WHD) has various levels of management. There is quite

The current organizational culture type of my organization is Clan, based on the Organizational Culture Assessment Instrument. Schein’s Three-Layer Organizational Model has three levels: artifacts, adopted behaviors and basic assumptions. Artifacts are made up of things that can be seen and felt. My organization has a relaxed dress code, which is considered a normal value for our organization. The office is in our family home, which provides a warm and welcoming atmosphere. We have several special dinners each year to celebrate our business. Outsiders would easily recognize these artifacts, and therefore these artifacts are a part of the work culture of my organization.

The case study that was analyzed is, “Unauthorized Disclosure: Hewlett-Packard’s secret Surveillance of Directors and Journalists,” by Anne T. Lawrence, Randal D. Harris, and Sally Baack. The ethical issues presented through the case deal with Hewlett-Packard Company (HP). HP is a major international company in the computer and technology market. The company describes itself as a “technology solutions provider to consumers, business and institutions globally.” Their credo is called “HP way”, which focuses on points such as trust and respect for individuals, high level of achievement and contribution, business conduct with uncompromising integrity, objectives through teamwork, and encouragement of flexibility and innovation (Newman). The problems faced by HP’s board of directors were a lack of accountability with HP’s credo. If the “HP way” was followed by them, these ethical issues would be avoided. It also promotes a bad example by the high-level of management of this globally powerful organization.

Culture, climate, and ethical decisions are a significant part of the organizations. The organizational culture refers to the values and the beliefs that exist in an organization for a long time and the beliefs of staff and the foreseen value of their job that will influence their behavior and attitude. The organizational climate is considered as the shared perceptions of and meaning attached to the practices, policies, and the procedures employees experience and behaviors they observe getting the reward, and that are expected and supported. The organizational culture and organizational climate tend to be two alternative aspects for conceptualizing how people experience and describe their work settings. The organizational ethics are considered as the standards and principles in which the business operates. The organizational ethics is normally dependent on organizational culture. Ethical organizational culture does consist of employees and leaders who adhere to the code of ethics.

It is very important in any professional organization that the values of workers are aligned with that of the organization. In this reference the values of nurses hold a specific importance since it serves humanity and therefore its alignment with its organization is crucial for patient outcomes. Usually the values of any firm depends on things such as networking, educational opportunities provided to its employees, professional and personal growth and so on. Similarly, the values of nursing depend on things such as its technical skills, scientific knowledge and specific human values.