Organisational Culture

Throughout this essay organisational culture will be examined, including the two approaches mainstream and critical. What managers can do to shape culture and also an example of when culture has in fact been changed.

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.

The analysis is based on the merger and acquisition between E.T Kearney and EDS. E.T Kearney is the largest management consulting group while EDS is a technology firm. The company’s merged to form a new defining entity that could combine the synergies of both firms in the quest for improved efficiency. The merger created a cultural shock which created problems that are associated with organizational culture change .In this paper, we analyze the merger and acquisition as well as the recommendations for better performance of the newly created entity.

As known each organization has a set objective to be achieved. Hence depending on the objective & to achieve those objectives, an organization can be structured in many difference ways: the 2 basic division, is the division of labour& coordination & supervision. These are done to be in-line with the organizational objective.

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

The formal reporting lines refers to the communication between directors, managers, and those employees under them in the organizational structure while the informal reporting line refers to the communication that occurs between health care professionals in the course of the decision-making process, i.e. nurse to physician discussing a patient. Informal communication also can be peer to peer regarding conflict, policy, or safety issues. If a decision is made between the peers, the formal reporting line can be entered in with the peers taking the information up the chain to the managers and directors. Often informal reporting becomes formal reporting. In my organization our formal reporting line starts with the unit charge nurse, proceeding to the team coordinator, the director

Organizational culture at our place of employment can promote improved patient outcomes. How we feel about ourselves, our personal investment and our relationship to our work environment are additional factors that contribute to patient satisfaction and our sense of professionalism and accomplishment (Manojlovich & Ketefian, 2002). We will look at the role of our organizational structure and its impact and contribution to the issues involving Nurse A.

The Intel Corporation produces microprocessors that are used in computers. It has a market share of over 75% and has been praised for its highly innovative culture. Do you think that an innovative culture can be relied on to guarantee the future success of a business? Justify your answer with reference to Intel and/or other organisations you know. (40 marks)

Every business needs to organise its activities and a defined structure enables them do it well. For example, every area of the business knows what they are supposed to do and when to do it. In addition, they know who to report to with the aid of a good structure. On the other hand, organisational culture is something that is not tangible but can be observed in the way people do the things they do and in the way they treat one another and their customers.

Organizations as culture are able to create a vision for leaders to use in order to guide organizational objectives. It can also provide a perspective so followers can measure their leader’s performance in achieving the vision. Organizational culture can determine the way employees interact at the workplace and helps guide and give them a sense of direction at the workplace. Through observing Foundation, the following provide examples to demonstrate how Foundation is operating within the culture metaphor:

One critical element that determines the success of the alliance is a business and organizational culture. Interestingly, the case of acquisitions does not simply combine the strengths, competitive advantages, and benefits that individual company has into greater ones. In fact, many mergers and acquisitions end in the raising weaknesses and business slow down (Stahl & Mendenhall, 2005). This is because acquisitions involve the combination of business and organizational cultures, which could potentially lead to clashes in internal business processes slowing down the company’s operations. The element of organizational culture has to be put into consideration relative to four other elements; product innovation, economies of scale, market share and branding (Finkelstein & Cooper, 2013).

Mergers and acquisitions have developed to be a widespread occurrence in modern era. A merger of the size like Adidas-Armani has repercussion for the labor force of these companies transversely to the world. Although the integration of units gives an immense arrangement of significance to monetary issues and the effects, there are still some issues are the most commonly ignored ones such as human resources, financial management, marketing, sales etc.. Ironically studies confirm that the majority of the mergers not succeed to convey the preferred results because of people associated concerns. The ambiguity resulted by badly handled management issues in mergers and acquisitions have been the foremost grounds for these collapses.