Organizational Culture Of The Mcginty And Moss Corporate Culture Survey And Mcnamara 's Descriptions Of Organization Culture

The term "culture" has been used more and more recently but what exactly does it mean? Some have even regarded culture as "the most central problem of all social science" (Malinowski, 1939). According to Merriam Webster (2016), culture is defined as the arts and other manifestations of human achievements. If culture was as simple as Merriam-Webster defines it then the lives of anthropologists, sociologists, and psychologists would be much easier. As we know, culture varies greatly across religion, countries, and some cases in just states; the difference between the north and the south. We can conclude that culture is a set of shared thoughts, values, and cognitions (Geertz, 1973). With culture in itself varying tremendously based on values and location, then surely organizational culture is no simple concept either. The term "organizational culture" has just recently become to be used more (Barley, 1988). Though there may be disagreements on defining culture universally, researchers tend to agree that culture is of vital importance in an organizational context, whether that organization is a company or a government (Kilmann, Saxton, & Serpa, 1986).

Organizational culture includes an organization’s values, language, traditions, customs and specific issues that are so foundational that they cannot or will not be changed. UMC’s organizational culture is immediately experienced when entering the facility. The internal stakeholders display pride in their work, display the values of integrity, excellence, compassion and collaboration. This was demonstrated by welcoming visitors to the hospital, being greeted with smiles, volunteering to assist anyone and working together as a team to ensure patient and visitor well-being. During meetings,

Organizational culture is defined as that particular system of shared values, beliefs, and assumptions that happens to govern the way that people behave in a different organization. The shared organizational values happen to have a very strong influence on the employees of a different organization and dictate how they act, perform, dress, and carry out their jobs (Anderson & Ackerman-Anderson, 2001). As such, organizational culture happens to be one of the most important elements of an organization and a diagnosis of its change is usually very important in determining the way that organizational operations are run. The proves of diagnosing an organizational culture is important as it helps organizational managers to understand the nature of their employees, their commitment, and the environment from which they operate in (Senior & Fleming, 2006). As such, this paper will assess the methods that are used to assess the current cultures through both direct and informal questioning approaches, the four common culture changing initiatives that facilitate culture change, and the role of culture changes in the world-class service culture.

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,

Organization Culture assist employee and their surrounding the values and behaviors that formulates the environment. The culture are constructed by the people, however, the continuation of this culture lives through the creator themselves (Cheney, Ganesh, Zorn, & Christensen, 2011, p.77). Many factors form a culture, but until people recognize these aspects, they do not perceive the culture in face value. In this paper, analytical skills are implemented to assessing organization culture at Tinker Airforce base.

Analysis of the organizational culture, an evaluation of the strengths or weaknesses of the culture:

The personal beliefs of the McCoy and Cathy families influenced the organizational culture of their firms by viewing it as a big family. The value and behavior of a company contributes to the unique social and psychological environment of an organization (Organizational Culture, 2015). Organizational Culture consists of the company expectations, experiences, philosophy,

Organizational culture can be values, beliefs and norms which define how members think, feel and behave. More specifically, organizational culture is defined as shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms, and values (Schein, 2011). It is important to understand organizational culture has tremendous influence on its members, their views of the workplace, their efforts and their productivity. Culture is created by leaders, members and the environment in which the organization finds itself in. However, I believe it is primary the leadership’s responsibility to uphold the standards of a positive culture. As leaders, we must understand the culture we’ve created and how to maintain it or improve it. The Debra Woog McGinty and Nicole C. Moss corporate survey exhibited I’m in an Established/Stable culture.

According to our text, Deal and Kennedy identified four dimensions of culture. Values, Heroes, Rites and Rituals, and Culture Network reflect how in a large part an organization makes decisions (Lester & Parnell, 2006). An organization’s culture is impressed upon staff beginning at the hiring process and continues throughout their tenure. For example, a Healthcare organization may have a culture that stresses patient safety and satisfaction beyond anything else. In this culture, any decision regarding process improvement or introduction of a new service line would be tailored to either safety or satisfaction. If a hospital were to start a patient lift team, the project team would ask how this departmental addition would impact patient safety

Edgar Schein is a respected expert on organizational culture and leadership. He has written numerous books including “Organizational Culture and Leadership” (Schein, 2010). This specific publication outlines a structure for rapidly assessing the culture of an organization. The second method is administering the “Organizational Culture Inventory (OCI), a statistically normed and validated survey used for organizational consulting and change purposes” (Balthazard, Cooke, & Potter, 2006, p. 712).

The organizational culture can encourage or discourage effectiveness, depending on the nature of the values, beliefs, and norms” (Ivancevich, Konopaske, & Matteson, 2011). Organizational culture can be very friendly, very task oriented, competitive or driven to be highly productive or it can be disorganized and unproductive. The culture is based on the history of the company and the atmosphere that is created and nurtured over time. This culture guides the language the employees use their loyalty and many more areas. Organizational culture is an important social characteristic that influences organizations, group, and individual behavior with in a company (Hartnell, Ou, & Kinicki, 2011). The Culture of an organization affects the way people behave, how they address customers, the atmosphere, perception, values, and beliefs. Employee’s performance and effectiveness can also be determined by an organization’s culture. Every organization has its own culture based on shared expectations, values and attitudes and its influence on individuals and groups (Ivancevich et al., 2011). People inside of an organization have a big effect on the culture because of their values, beliefs, and ideology. Companies try to hire people who have the same values as the company so that they will fit into the organization. People stay with organizations that have a

This article appeared on Forbes.com and was written by Dr. Chris Cancialosi. Dr. Cancialosi is the founder of a consulting company that specializes in organizational culture. The article is short, however provides the reader with a very clear and useful way for a leader to conduct a litmus test of the organization’s culture by asking four questions. The questions are straightforward, however they help to explore some of the issues that Schein (2010) presents in his model about organizational culture such as espoused beliefs and values, basic assumptions, and organizational practices. The utility of these four questions is that they are not highly analytical or cumbersome to find the answers to. In fact, they are straightforward enough

“Corporate culture refers to the beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions (Investopedia.com, n.d.).” With regard to corporate culture, we will initially decipher the results gained by participating in the McGinty/Moss assessment and determine whether or not the results conformed to our expectations or the results created a new revelation for us. Secondly, we will determine the level to which, the aforementioned assessment and the McNamara information discloses to us similarities and differences about our own organization. Subsequently, we will discover whether or not a combination of the assessment and the McNamara categories assisted us with

There is a tremendous amount of literature regarding Organizational Culture as it relates to corporate business. Peters and Waterman (1982) book, In Search of Excellence: Lessons from America’s Best Run Companies, became the blueprint for organizational success. With the paradigm shift of hospitals becoming more “business- like” through mergers, acquisition, and pay for performance, organizational culture in a hospital setting will need to be furthered analyzed and defined as a predicator of success.

Organizational culture describes how things get done in an organization – in terms of the values, behaviors and assumptions which dictate the way people approach their work. Organizational culture is deeply embedded and is distinct from climate. Culture affects performance, profit and even survival. We use the Human Synergistic Organizational Culture Inventory, which incorporates the Circumflex model, to measure organizational culture.