Organizational Culture And Program 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.

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,

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

Continuous change is required in the fast-paced business environment, however the fundamental- organizational behavior, design, and development, in addition to the overarching mission must remain constant in order to guide the organization through change on a regulatory basis. The University of Chicago Campaign Inquiry & Impact is leading the organization's culture change as an active representation of the university’s mission, vision, and strategy. The campaign will be used primarily to analyze The Unviersity of Chicago culture. The campaign provides an approach that the entire organization can rallying behind and tangible structure for change that involves influence, ingenuity,

(Ch.2) It was while reading the introduction of this chapter that the realization hit me that ‘Culture’ governs every walk of our life. Right from what we wear and what we speak, to what we perceive as beautiful (or ugly), how we behave differently with different people, our idea of right and wrong – everything is part of our culture, which has been handed down to us as accepted from our past generations. This has been very beautifully explained in the first two pages of the chapter. I particularly liked one example in the ‘Case In Point’ (p. 9), where it is pointed out that crossing your ankle over your knee is a posture that is considered rude in Japan. This might not seem a big deal to people in other countries, but when in Japan, it would do us good remember this.

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:

Organisation Culture as there are many ways in which you can define the subject my interpretation of it is that it is structure of shared meaning which is held by members that differentiate the organisation from other organisations. Culture has its origin in the organisational interaction.

In order to develop a successful project or program culture, project managers should be cognizant of essential organizational - and program/project - cultural elements such as team structures, project communication, risk, monitoring and controlling, key metrics, and personnel issues (CSU-Global, 2015). This paper will review the case study “What Helps Us Come This Far” which addresses key project/program cultures and the influences that the organizational culture may have on overall project management. Unless otherwise cited, the information discussed is based on this case study (Milosevic, Patanakul, & Srivannaboon, 2010). This paper will also briefly address project requirements and associated deliverables that are necessary for establishing a successful project management culture, and benefits of project or

Organizational structure can be defined as the establishment of authority and responsibilities between different positions in the company. It can be either horizontal or vertical. Organization structure also facilitates transparency in the organization (Luthans, 1998). My organization is Saint Joseph’s Hospital, which is a leading magnet facility here in Atlanta Georgia. Saint Joseph 's was the first hospital in the Southeast to perform open heart surgery, the first to develop a cardiac cath lab and the first to perform balloon angioplasty. The hospital was also the first to open a pace maker clinic and the first in Georgia to implant an artificial heart. Saint Joseph 's is also regarded as one of Georgia 's early pioneers in vascular

In the banking industry banks, credit unions and other FDIC insured institutions are faced with constant regulatory changes. Financial institutions need to be ready to implement all required changes. These changes can be software changes, documentation changes, products and services. Encouraging project management in the organization is a benefit in which financial institutions will be well prepared when new changes need to be implemented. Project management is a method that consists of skills, knowledge, team building, and conflict management that follows a detailed plan to efficiently and effectively execute a project. Many companies are beginning to establish a project management culture to encourage employees to play bigger roles in the planning of projects. This culture will reduce the chances of failing projects and ensure a level of quality and ownership by employees. Establishing a project management culture is a tactical method to successfully accomplish the organizations goals with fewer risks and teach employees how to communicate and interact with one another (Cooley, 2014). The financial institution will be able to develop a team to take immediate action if a new regulation requires the institution to put into action a new service or product for consumers. A program management culture will encourage staff to continue to learn and be ready and willing to be part of a team.

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:

There is no single definition for organizational culture. The topic has been studied from a variety of perspectives ranging from disciplines such as anthropology and sociology, to the applied disciplines of organizational behaviour, management science, and organizational communication. Some of the definitions are listed below:

The concept of culture has been linked increasingly with the study of organisation (Graves and Rouse, 1990). Nevertheless, Organisational culture is a set of beliefs, values, and norms, together with symbols like dramatized events and personalities, which represents the unique character of an organization, and provides the context for action in it and by it (Deshpande and Webster, 1989; Ravasi and Schultz, 2006; Xiaoming and Junchen, 2012). In other words, these organizational values in turn form out the standard norms and guidelines for the organization that makes it distinct from others (Van Maanen 1979).