The Culture Of Circle A Builders

The goal of the organization is “to double or triple the size of the company within 10 years” (Zietsma, 2007)

For the daily work, our company want to make a relaxed work atmosphere which means employees will not feel too much pressure. For example, we will not make a compartment which is a small space for each employee work. We will try to built a

The number one goal of the group is for staff to be excited to come to work and feeling great when

The company’s internal culture is predominantly laid back. There is no dress code, and language is informal. After the President, there is no defined hierarchy. These factors encourage a familial atmosphere and team concept.

Teamwork is important to complete any task and without it you have chaos. Everyone knows the saying “a team is only as strong as the weakest player,” this saying can be put to use for sports but it doesn't come into play for other industries. If doctors, pilots, food industries, and construction workers used this for everyday work they would be more efficient. Furthermore, every industry that has ever existed knows that there is always going to be something unexpected. Gawande recommends that when a team is working together and they can't seem to figure out what the problem is they should, “stop and talk through the case together”(101). When a group of workers uses this democratic way of thinking they critique each other and end up improving one another by showing them a different way of thinking. For example, many think surgeons rule the operation room and what they say goes, but in actuality they make mistakes like everyone else so this rule will actually save lives.

our employees will enjoy a friendly, fair, and creative work environment, which respects diversity, new ideas, and hard work.

Workplace culture is often hard to describe, because it means something different in every organisation and many times employees feel it’s ‘just the way things are’. But so often it can define a company and when it’s not working well, everyone knows about it.

There is a “blurring of boundary between self and organisation” (Rosen 1988), giving workers a chance to develop more personal relationships with fellow workers, which I believe is an important consideration in driving culture. However subtly it is a form of normative control which reinforces the organisations hierarchy. Nevertheless, bosses, co-workers, and inferiors in the organisation socialise in the social setting, not as “subordinates” (Rosen 1988) but as equals. This further “blurs the boundaries between that which is work and play, instrumental and moral, inside and outside” (Rosen 1988), where familial bonds are forged and comradeship created. Here, workers’ life and work become indistinguishable. Creating and maintaining a strong culture is thus beneficial for both employees and employers as they feel “belonging as family and profession” (Rosen 1988). Greater bonding among workers helps develop a sense of connection and a feeling of belonging, which therefore increases the productivity of the employees and therefore make the organisation more profitable. The Christmas party is ultimately “a collection of members forming an organic unity” (Rosen 1988), creating a culture which “encourages an informal, flexible, and dedicated membership, one not constrained by extensive rules, and one capable of accomplishing ill-defined and complex tasks” (Rosen 1988). It is the ongoing drive to succeed which continues to grow the

National Builders Guild, a brotherhood of professional Black men, kicks off its community outreach program focused on assisting the elderly with the upkeep of their homes. NBG will periodically select an elderly homeowner in the Black community to benefit from its pool of expert craftsmen. These craftsmen will be performing minor repairs, as well landscaping and beautification.

Corporate culture is an intricate component of an organizations identity. Fortune 500 corporations have used corporate culture as a trademark. Best Buy, a leading electronics corporation, leverages its brand by promoting the “Geek Squad.” Walmart Corporation requires all associates to dress in dark blue shirts and beige slacks. This document will discuss cultural assessment tools used in assessing organizational culture and gaps within formal groups, leadership styles and techniques that influence social culture and diversity within formal workgroups, description of social culture that influence productivity within diverse workgroups and social culture and diversity of formal group members and the influence on organizational culture. The document will conclude with a summary of this discussion.

Lastly, I think that having a fun place to work creates motivated individuals who will have an increased job satisfaction. A “fun workplace” doesn’t have to be an oxymoron. Anyone can choose to create a fun workplace. Both qualitative and quantitative data exist to support our belief that a fun work environment can have a positive impact on productivity, quality,

“An organization must maintain a culture that creates an environment that promotes harmony and meaningful activity among its workforce, yet provides utility in the services and products it

The purpose of this memo is to evaluate our alternatives with growing our company to a mid-sized firm with $250 million plus in sales through acquisition or independent growth. Our homeschooling model may no longer be able to suit our needs, with the continued growth of our operation. Although this method has worked for us thus far it may limit our potential in the future. As a small business, our employees wear many hats, but as we move into a larger operation this method may no longer be viable. Our problem is growing outside of our mom and pop business model. Our first challenge deals with human resource issues; many of our employees are young and inexperienced. Our second challenge is keeping our corporate culture and values

A healthy culture is crucial to the success of any organization. Creating a healthy organizational environment is the responsibility of the organizational managers and leaders in collaboration with their employees. One strategy that an organizational manager can employ in order to create a healthy culture is to provide an atmosphere of personal responsibility and accountability. By creating an environment where teams can hold each other accountable while celebrating successes as a team intensify loyalty, commitment and dedication to the organization. In addition, an honest and accepting atmosphere increases productivity and inspires creativity, maximizing the organization’s

Study in organizational culture began in the early 1980s. Organizational culture is “work group culture” and involves organization’s personality. Organizational culture includes shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms and values (Fred Lunenburg, Allan Ornstein, 2012, p. 55). Most organizational cultures include observed behavioral regularities, norms, dominant values, philosophy, rules, and feelings. Organizational cultures includes certain input such as the energy imported by organizations from the environment in the form of information, people, and materials (Fred Lunenburg, Allan Ornstein, 2012, p. 55). This input energy must guide organizational behavior toward shared goals and process. Organizations produce an output because of the input into the