Organizational Culture And Employee Value System

Most of our organizational life is scripted and the members play their roles accordingly with approved dress code within the rules of conduct. This theory exhibits how some organizations keep up perception of innovativeness and confidence in management rather than how an organization is doing and how their performance can be effective. This concept makes me think of the cultural aspect of my organization. Within my organization, the administrators worry more about keeping up appearance of being considered successful organizations rather

he knew he did not have the organizational culture to reach it. In order to change the culture

What is Nick Gibbons’s vision in this case study? How is it similar to or different from the vision of the owners of the paper? Discuss the unique challenges a leader faces when required to implement a vision of his or her superiors.

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,

Ivan Korsky presents a ubiquitous problem in talent and skill management. Korsky is a valuable employee, has a wide array of talent and skills that are unique and invaluable. The on-going Alpha 3 project was allocated to him because of his capabilities. However, he has not been focusing on the project because of his “pet project.” The Alpha 3 project is required to reach its deadline in order to revive and sustain customer confidence in the organization.

He found that there was a major disparity in the management style of people here. Some had styles that emphasized employee empowerment. Others were of the old authoritarian school.; the managers here didn’t seem to be growing or developing; there were some problems with the existing management assessment and development system and it needed to be changed. Managers still were using a MBO-type system that had been replaced in the U.S. some time ago. Lancaster believed strongly in ADP and had seen it change the

Casey Mork’s experience at the start up would have been dramatically different if he had leadership, which was as motivated as Paul di Bari’s leadership philosophy. Paul had a higher level of standards compared to the manager at the start up. Paul established his voice by taking the initiative by making bolder decisions that would improve the security standards for the VA Palo Alto Health Care facility. (Kouzes and Posner 2014, p. 49) Casey’s manager did not establish his voice and let the board of directors hinder his ability to come up with solutions. Paul was able to create relationships and standards by having a meeting with his new team members. Before Paul is able to move forward on other projects, he knew he would need to be vocal about

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.

This report will analyse the leadership styles of the former CEO and offer some recommendation on what could able to be done to help Mr. Williams solve the problems. Main issues are included leadership personalities and behaviours, effective internal communication style, and public and external communication.

Edgar Schein (2004) proposed three levels of organisational culture. As employees go through changes, they gain experiences from the past, adapt to a new environment and develop ability to solve problem. The first level is artefacts, which include all visible characteristics of an organisation, for instance, the architectures/furniture in the office, uniforms of employees and language. These are the observable elements of an organisational culture and might influence the way and attitude of how the employees work. The second level is espoused values in which the influence patterns of observable behaviour at work can be recognised. Each member will impose dominant values and rules of conduct about the culture and these affect employees’ certainty to work under a particular area. The perceived value that can demonstrate reliability and be scientifically tested will be transformed into assumption. It then comes to the third stage of basic assumptions which are taken into granted and are difficult to change. When an assumption or belief about human nature was supported to be worked successfully, this frames how the reality should be and shapes

1. The main Organizational Behavior problem in “The Overhead Reduction Task Force” case is in creating a leading an effective team, specifically “Office of the President” team. Williams is fretting nervously and rightly so. Our take on the situation is that Dixon just “threw him under the bus”, by putting him in charge of the team and leaving for much needed two weeks vacations after being on the job for one week.

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

In this case, we have really two different points of view: in one side, there is Philip Anderson, the Phoenix branch manager of Stuart & Co., who manages a team with his ways, his idea, his experience but the results do not reach the targets fixed by the firm. In the other side, there is the direction of Stuart & Co., which has opposite ideas to Philip Anderson.

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.