Leadership and Organizational Behavior

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.).

Communication is what the employees need from their employers. Employees look for organizations where communication and process are transparent.

Culture can be defined as a set of shared values, shared beliefs and customary ways of thinking doing things, which shape and guides the ways of organisational members. Culture is therefore very crucial as it has the ability to influence the processes or the activities of employees and the functioning of the organisation without necessarily imposing measures and control.

Concept of culture- The learned, symbolic, at least partially adaptive and ever-changing patterns of behavior and meaning shared by members of a group.

Culture: Culture refers to values, languages, symbols, norms, beliefs, expectations that members of a group possess and the good things they produce and use in their life. Culture is the thing that all the members of a group or society follow.

“We don't have to engage in grand, heroic actions to participate in the process of change. Small acts, when multiplied by millions of people, can change the world”

A strong culture is important to today’s organizations in a fast pace environment affected by a diverse internal workforce (Baker, 2002 p. 4). Schein (as cited in Baker, 2002) defined organizational culture as an arrangement of shared beliefs that the group learned through problem solving, and adapting to internal and external environments (p.4). Culture is not only a means of bettering internal coordination, but is important in facilitating environmental adaptation (Baker, 2002 p. 4).

Drenkard, K. (2000) Strategy as a solution: Developing a nursing strategic plan. Journal of Nursing Administration,42(5):242-243

Employees who feel over-rewarded will feel an imbalance in their relationship with their employer. What kinds of actions might they take to restore balance?

Organizational culture is a term widely used but one that seems to give rise to a degree of ambiguity in terms of assessing its effectiveness on change variables at a work place or in an Organization. Organizational culture at any organization is defined as “ A system of shared meaning held

Abstract: This paper examines the leadership position I would occupy in the fictional Commerzbank and details the leadership style I would take on as their VP of Development. As VP, I would emphasize a transformational leadership style, as that style would encourage my members of staff and the company at large to evolve to their highest potential. I would also encourage an atmosphere of transparency for the good of the company at large. I would also incorporate emotionally intelligent leadership, so as to foster an environment of acceptance and teamwork. These factors would no doubt bolster the development of the company, driving it into the next century.

Tharp (2009) explains how most definitions of organizational culture include the concept of shared meaning, which shows that organizational culture can only be developed within groups. Secondly, organizational culture is socially constructed according to the location of the organization, its history, the working environment, and certain events that surround it (Tharp, 2009). Finally, most definitions claim that organizational culture is multidimensional and involves both cognitive and

The idea of "organizational culture" refers to the personality of an organization, and the personality is build up by a group of people with differences. Each individual of the organization plays a uniqueness role. Organizational culture is defined as an assembly of traditions, values, procedures, conceptions and postures with engenders the context of activities in the organization (Schein, 2012). Organization culture is likewise significant part of management as it is the hinge which decides the function of the organization.

Organizational culture describes how things get done in an organization – in terms of the values, behaviors and assumptions which dictate the way people approach their work. Organizational culture is deeply embedded and is distinct from climate. Culture affects performance, profit and even survival. We use the Human Synergistic Organizational Culture Inventory, which incorporates the Circumflex model, to measure organizational culture.

The success of a corporation has been traditionally tied to how well the managers execute the roles of leading, planning and controlling. One of the key components of the controlling aspect of management is the evaluation of the people that they are managing. The function of this process involves monitoring performance goals and has management taking corrective actions when necessary. Performance evaluations can be described as the measurement of the performance of an employee related to defined measures, using an applicable performance goals and appropriate criteria that relates to the employees work in question. This paper will review the engineer’s evaluation in the given case study.