Organizational Culture Inventory

“Culture is made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people. Culture is the behavior

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.

According to The Journal for Quality and Participation, "a company's culture is embedded in its DNA." With that being said, establishing a productive organizational culture is a crucial component to the success of the company, even before they are in business. In a nutshell, "organizational culture is a system of shared assumptions....which governs how people how people behave in a culture." When employees of a company are aware of what is expected and accepted, they are more likely to perform their jobs according to those set standards. Whether it be how they dress, speak, or respond to diversity, each area in an organization is highly affected by the culture. Due to the fact that organizational culture is what ultimately

Module 2 - DQ 2: There is a host of cultural assessment tools available to organizational leaders. Which of these is the most useful to a novice leader? Why?

Organizational culture is the stable beliefs, values, and assumptions shared by a group of people. I used to work at a bar and there was a shared understanding between the servers and bartenders. The bartenders were the managers, and each manager had their style of how the bar was ran each night. The servers had their system of who get what section, but they also had to follow the style of each bartender. The instrumental purpose of our organizational culture was influenced by who was managing the bar each night. There were some bartenders who did not like being bothered with questions from the servers and there were some who were nice and helpful. The bartenders that did not care, influenced the servers by letting them choose who had each section, deciding who had to clean and stock, and who was able to leave and at what times.

Choose one real world organisation from one of the three sectors discussed in task one. Discuss this organisation in terms of the following:

I work for Cornerstone Services in Joliet, IL. Cornerstone is a not-for-profit organizational that provides vocational, residential and behavioral health services for individuals with chronic mental illness and/or intellectual disabilities ("Cornerstone Services,” 2016). Cornerstone has been serving the Joliet and greater Will County area since 1969, and Kankakee County since 2013, and strives to integrate individuals from institutions and nursing homes into the community and make connections to local resources to enrich the lives of those we serve. A number of therapy programs are offered such as outpatient therapy, group therapy, addiction counseling, psychosocial rehabilitation

ABC Corporation has a culture that is based on providing award winning after-sales service to ensure it has repeat customers (WCM 620 Final Project Case Study, 2017). Thomas prides himself on creating a culture that produces high-performance numbers by encouraging his employees to handle a high volume of calls. Thomas believed that each employee should be clear on company protocol and performance expectations with a focus on high productivity (WCM 620 Final Project Case Study, 2017). During the conflict, Thomas believed that his front-line manager,

An organization’s culture is the sum parts of the institutions values, beliefs, mission and vision. It is impossible to assess an organization’s culture without looking at the leadership within the organization. It is the leaders of an organization that actively participate in the goalsetting that perpetuates the organizational culture. The U. S. Public Health system is a complex network of federal, state and local organizations aimed at delivering health care services throughout the United States (Mays, Scutchfield, Bhandari, & Smith, 2010). Local health departments (LHD) service the entire country and in some instances are the only source of health care services in certain communities (Ransom, Schaff, & Kan, 2012). The LHD is the most basic level of the public health care system and impacts communities and outcomes more so than agencies at the state or federal level (Ransom, Schaff, & Kan, 2012). The local community or county health department’s mission is to promote health,

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 current organizational culture type of my organization is Clan, based on the Organizational Culture Assessment Instrument. Schein’s Three-Layer Organizational Model has three levels: artifacts, adopted behaviors and basic assumptions. Artifacts are made up of things that can be seen and felt. My organization has a relaxed dress code, which is considered a normal value for our organization. The office is in our family home, which provides a warm and welcoming atmosphere. We have several special dinners each year to celebrate our business. Outsiders would easily recognize these artifacts, and therefore these artifacts are a part of the work culture of my organization.

I applied the Organizational Cultural Inventory (OCI) with the intention that it is a fictional company, J Enterprises. It will be assumed that it is one of the largest financial services companies in the world. The main emphasis of the responses comes from the department in which I work. However, the results could be indicative of the entire company.

From analyzing the readings on organizational culture a topic that stood out to me was the concept of culture. In the reading it was discussed that culture involves structural stability, depth, breadth and patterning or integration which I believe is true. The concepts above that involve culture are concepts that I can relate to involving my work experience in different education settings.

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.

An organization’s culture governs day to day behavior. This type of power may be seen as a control mechanism, which businesses use to manipulate internal and external perception. Every organization has a set of assumed understandings that must be adopted and implemented by new employees in order for them to be accepted. Conformity to the culture becomes the primary basis for reward by the organization. “The role of culture in influencing employee behavior appears to be increasingly important in today’s workplace, as organizations have widened spans of control, flattened structures, introduced teams, reduced