Organizational Behaviour And Organizational Culture

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 above drawn figure shows about organisational behaviour. It highlights the bonding among human behaviour in organizational settings, the individual - organization interface, the organization, & the environment surrounding the organization. In an organization each and every individual brings its own experience, managerial and effective skills.

starbucks Corp., an international coffee and coffeehouse chain based in Seattle, Washington, has expanded rapidly since its opening in 1971. These outrageous success was due to its well-developed strategy vision which lay out the company's strategic course in developing and strengthening its business. Starbucks is a global corporation that sells authentic coffee in 30 countries, reporting revenues of nearly $5.1 billion in 2006. The main goal of Starbucks is to embrace diversity by applying the highest standards of excellence. Starbucks strives to perfect the relationship with the working class by making the service as fast as possible because they believe that every customer has their own personal rate. One

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

Rizescu, M. (2011). Orgainzational Culture Influences on the Organization's Functionality. Revista Academie ForTelor Terestre. 1( 61): 75-82.

The organizational culture of an organization serves as a foundation that should guide the practice and attitude of all healthcare professionals and staff. King & Demarie (2015) describes organizational culture as the basis that determines right and wrong. A hospital organization’s mission, vision, and goals are derived from the culture established within the organization. Organizational decisions are highly influenced by the organizational culture within an environment. Growth, advancements, and acquirements must be aligned with an organization’s culture to facilitate success. Healthcare organizations must ensure that all staff are aware of the efforts they must portray in order to properly exhibit the culture to all individuals seeking healthcare services.

To greet each other in Tibet, you stick out your tongue and put your hands together in front of your chest. In Japan, it is only polite if you bow to each other when greeting. There are hundreds of different ethnic groups in the world and they all have their own customs and traditions that stemmed out from their underlying culture. Similar to these ethnic groups, each organization also have their own unique culture that guides how people behave and what people believe in within the organization.

Organizational culture and behavior are two separate yet wholly related concepts. The type of established and shared values that shape the activities of an organization is known as the organizational culture where as the way the human elements in the organization behave as a consequence of the culture adopted in the organization is referred to as organizational behavior. One of the effects of organizational culture and behavior can be seen in the way the leadership of an organization relates with its employees. Another effect of organizational culture and behavior is in the area of operational practice. If the operational practice in an organization encourages everyone to be a team player, the behavior of those employees will be different from

The cognitive components, beliefs and values constitute Organizational Culture and Structure. Other beliefs on the subject argue that they include artifacts and behaviors between the visible and the invisible aspects of organizational culture, leading to a common distinction, that a distinction is basically the response to the climate or culture of the organization. Other theorists distinguished multiple levels in comparison to the visible and hidden levels of the company. Schein (1985) as an expert in Organizational Culture identifies more levels:

Social scientists and researchers delved into the idea of organisational culture as an important component of organisational theory in the past. Brown (1998) identified four different sources of organisational culture which stems from climate research, national cultures, human resources management, and from conviction approaches.

Organizational culture can be defined as ‘a pattern of shared basic assumptions learned by a group as it solved its problems of external adaption and internal integration, which has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems’ (Schein 2010, p18). Having great organisational culture is not achievable in just one turn. Implementations of certain factors are required in order to attain an effective corporate culture. Factors that determine a company’s culture are: the vision of the organisation being understood by the staff, the decisions made by the managers and whether or not they reflect the values taught, and whether or not the perceptions, values and beliefs are being role modelled by managers on all levels. Through the discussion of how organisational cultures are established and maintained, its impact, the difference between strong and weak corporate cultures, how it affects the performance of managers as well as employees, and the process of changing an organisational culture, the importance of managers needing to have a thorough understanding of the culture, will become evident. Hofstede’s theory of dimensions, Maslow’s hierarchy of needs and Kotter’s theory of change, will support this.

The company has also developed a structure and control system. With the realization that human capital holds a vital role in the development and sustainability of any institution, that of Starbucks included, it has taken to task to protect the same. To develop this, the company has an elaborate system that ensures the production levels of the company are met with pride. This like other leaders in the same has entailed ensuring they have an empowering corporate culture, topped by ensuring their employees enjoy competitive benefits.

Company X is an American-based organization that specializes in the research and development of specialty chemicals and equipment for applications in high tech industries. In addition, although Company X does license some manufacturing rights, it also produces many of its own specialty chemicals as well it all its equipment. Company Y is an Asian-based organization that specializes in monomers and polymers, that is, the base chemicals that are used in the development of Company X’s specialty chemicals. At this time, Company X is in the process of negotiating a merger with Company Y. The leaders of both organizations anticipate this merger will facilitate market benefits that will move the newly formed company to the next platform of success in several markets. One particular benefit will be the entry of the products produced by Company X into the Asian market. However, for the merger to be successful the leaders of Company X and Company Y realize that issues surrounding organizational behaviors must be overcome.

The structure of an organization determines the allocation of roles, regulations, and responsibilities, and therefore builds a basis for the culture in an organization. There is a constant relationship between organizational structure and organizational culture that provides a theme within an organization. Both can be difficult to clearly define and distinguish when analyzing an organization. Organization culture is a perspective into the company’s personality; it provides descriptive values, principals, traditions, and a way of doing things that effect how members view the organization (Robbins, DeCenzo, & Coulter, 2013). The organizational structure builds the

This case assignment discusses the history of Starbuck’s accomplishments as they entered the American coffee culture heritage. In 1983, The chairman and CEO Howard Schultz traveled to Italy and had a dream to carry the Italy coffeehouse ritual back to the United States. Schultz was focused on creating an environment meeting company that makes good coffee but also be a social experiment. Starbucks today opened more than 19,000 stores functioning in 62 countries. Starbucks has numerous rewards that globalization has offered and they have significantly benefited from it, while in the coffee industry. Starbucks has a wide-range in marketing strategies to benefit the customers. During the different obstacles that Starbucks has encountered, they must stay reliable in quality and uphold to adjust to different customer values.