Management Understanding The Culture Of The Organization

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 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,

Organisational Culture is defined as what the employees perceive and how this perception creates a pattern of beliefs, values and, expectations. Organisational culture differs from organizational climate. Climate refers to more temporary attitudes, feelings and perceptions of individuals (Schneider, 1990). Culture on the other hand is an enduring, slow to change, core characteristic of organisations which is an implicit often indiscernible aspects of organisations, climate refers to more overt, observable attributes of organisations.. Organisational culture is “the way things are” in the organisation rather that people’s transitory attitudes about them

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

Organisational culture refers to ‘the shared beliefs and values guiding the thinking and behavioural styles of members’ (Cooke and Rousseau, 1988, in Bratton 2010: 334), indicating that employees who accept the common values of an organisation and put great effort on commitments are likely to build up a strong culture to an organisation.

I believe deciphering an organizations culture begins by identifying the values and beliefs of the person who is in charge. Leaders are responsible for setting the culture within their organization, creating an environment that is conducive to producing positive results. The most successful organizations have leaders that have the ability to communicate and implement the values of their organization in a way that is clearly understood and adoptable by all parties involved. The culture that is created within an organization is a direct correlation of the way employees, prospective employees and customers see an organization. The culture of an organization is essentially a major aspect in defining brand of that organization. The brand that a company creates determines who that company will attract and how people will interact with that company.

Getting to know the organisational culture and processes will help with communications between stockholders, positive relationships between project staff and stakeholders is vital, this will increase communication and information flow during the project.

Organizational Culture exists in every firm, thereby placing a significant impact on the motivational factors of employees. It is communicated through perception using values, artifacts, and the assumption of how things in are done in an organization (Daft & Marcic, 2010). In fact, every firm has its exceptional personality known as culture. The organizational culture presents guidelines and boundaries for the employees’ behavior in a firm, which influences the organizational outcome. It helps the members of the organization to have a common goal of accomplishing the firm’s objectives. Organizational cultures have a substantial influence on the capability to execute the strategy and accomplish the firms’ objectives. Therefore, organizational employees are more inclined to accept change when the firm’s culture is aligned with the goals and objectives of an organization.

An organisation’s culture can be described as a collection shared experiences over time, by resolution of problems faced in both an external and internal environment (Schein 1990, p.1100). Although, organisational culture is considered a modern concept, a historical viewpoint is explored, to provide evidence of the long held value of this concept to communities, . Furthermore, the formational factors, processes and drivers that develop culture in an organisation, whether positive or negative, will be explored.

Introduction The aim of this unit is to give learners an understanding of individual and group behaviour in organisations and to examine current theories and their application in managing behaviour in the workplace. Areas of Learning

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.

Organizational culture involves systems of beliefs and values that guide the behavior of individuals within the organization and how they shape behavior (Kummerow, 2013). Organizational structures, on the other hand, dictate the assignment, coordination and control of roles and responsibilities to achieve organizational goals (Pathak 2011). For a company to perform effectively it needs to grow, organizational development is one element of growth that focuses on practice an research focused in expanding effectiveness and the knowledge of individuals. In order to grow, a firm needs to transfer, create ad retain knowledge within its staff members and people affiliated to it through organizational. The aim of this paper is to analyze the concepts of organizational, culture, structure, development, and learning and evaluate how this concept relates to Jaguar Company.

The culture of an organization is the key element to understand both internal and external environment. As we have sensed that cultural diversity is no longer a serious problem to be solved in business. Conversely, culture can provide a source of competitive advantage (Schneider and Barsoux, 2003). Under the influence of pop culture, people are supposed to pursue alike: using iphone or Samsung Galaxy, drinking Starbucks or Costa, and eating fast food in such brands of McDonald or KFC. This is the vision that international and social phenomenon, which runs deep and not easy to be replaced.

This paper is divided into two parts. The first part explores the concept of corporate culture, looks at the levels in which corporate culture exists and explains the three stages model. The second part analyze and discuss the idea of autonomy and how is it applied as a motivator using the work of Dr. Edgar Schein as a point of reference.

The following essay examines the meaning of organizational culture and discuss factors associated with understanding an organization 's culture, with examples presented to show my discussion points. This essay will therefore discuss some of the main reasons why it is important for organisation and when it should be changed.