The International School Of English

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).

Culture is an observable, powerful force in any organization. “Made up of its members’ shared values, beliefs, symbols, and behaviors, culture guides individual decisions and actions at the unconscious level. As a result, it can have a potent effect on a company’s well-being and success” (One Page, n.d.).

“Culture consists of the symbols, rituals, language, and social dramas that highlight organizational life, including myths, stories, and jargon. It includes the shared meanings associated with the symbols, rituals, and language. Culture combines the philosophy of the firm with beliefs, expectations, and values shared by members. It contains the stories and myths about the company's founder and its current leading figures. Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations. An organization's culture determines how it perceives and reacts to the larger environment (Becker, 1982; Schein, 1996). Culture determines the nature

Every organization has values and beliefs that define what they do and how they do things in the organization. These values have significant influence on how the employees behaves and the general performance of the organization – it is these set of values and beliefs, rooted deep in the company’s organizational structure that depict the “dos”, “don’t” and the “hows”, of the organization and these unequivocally represents the culture of the organization. This concept became popular in the 1980s when Peters and Waterman in their book: “In search of Excellence” presented the profound argument that, the success of any organization is inextricable linked to the quality of its culture. (Carpenter, M., Taylor, B., Erdogan, B. 2009 p183). The purpose of this paper is an attempt to analyse the impact diverse cultures played in the success of the Lincoln Electric Company.

A descriptive methodology will be used to determine the current culture of the Organisation, through research and survey from the Organisation’s website and from current employees. This is going to give us a general picture of the current culture and also analysed to determine how effective the current culture is.

In this essay about managing culture in the post-bureaucratic era, I am going to argue how the practices of managing culture have changed in this era and how they differentiate oneself from the bureaucratic era. Furthermore I describe the cultural influences especially in organizations and how the importance of those influences changed over the time. In the first section I am going to explain the content of managing organization culture to get a first insight in the topic and to express the knowledge about the influences of the culture in an organization. In the next chapter I separate between two perspectives of the cultural organizations and explain which of the both are relevant for the assignment question. The next step of my

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,

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“Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations” (Baack, 2012). These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. Culture plays a huge role in the guiding of the behaviors of employees of an organization. There are three stages of culture that interact with one another to influence the behaviors in the organization. These stages are: observable artifacts, espoused values, and enacted values.

Once completing the quiz “What’s the Right Organisational Culture for Me?”(Robbins, DeCenzo, Coulter & Woods, p. 46), I found that my personal score of 24 placed me in this more humanistic style of organisational culture. According to Robbins et al (2016, p. 46), scores more than 22 “indicate a preference for informal, humanistic, flexible and innovative cultures”. The quiz itself looked into the seven main pinpoint of organisational culture; “innovation and risk-taking, attention to detail, outcome orientation, people orientation, aggressiveness and stability.” I think that organisational culture is integral to the businesses productivity because of its ability to reflect communal shared values, principles, traditions, and practices that influence the way an organisation’s employees and other members conduct themselves.

The purpose of this paper is to analyze the culture, the internal, and the external factors in an organization. Our job is to examine the entirety of the organization. That would include the structural and environmental elements that effect the operation of the business. We will also take an in depth look at the perspectives of employees, managers, owners, and clientele.

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

Language is important because it's one of the main ways to communicate and interact with other people around us. It keeps us in contact with other people. English language is an example for the importance of a language because it is the international language and has become the most important language to people in many parts of the world. It is most widely used in communicating around the world, Also it is spoken as the first language in many countries. English is playing a major role in many sections like education, medicine, engineering and business. There are many reasons that makes English is the most important language in the world.

Within every environment and business, culture plays a role in many different ways. In my reading I have found that culture is defined as the shared intellectual programming of the human mind which differentiates one group of individuals from another group. It has often been understood that statements about culture do not describe “reality”; they are all general and relative”. Often times you will find that dependent upon the person, culture can be very subjective, meaning everyone sees things in a different view forming their personal opinions. According to this weeks’ case study we were challenged to determine and understand how culture and environment affect institutions and their management. This paper will assess how Linda Myers, from the required reading, “The Would-Be Pioneer,” was affected by the huge culture shock of working for a global conglomerate from Seoul, South Korea. I will highlight what went wrong with Ms. Myers from my point of view over the course of her assignment. I will also analyze the cause by explaining the problem Ms. Myers is encountering using the Hofstede’s five dimensions of culture to compare Korean and American assumptions about interpersonal relationships and management. Finally I will conclude through proposing a solution by making a recommendation of three specific

The report is an amalgamation of three patches of which, first, is a journal review of two human resources related articles: “Extending the Scope of Organisational Culture: the External Perception or an Internal Phenomenon” (MacIntosh and Doherty, 2007) and “Organisational Culture: An exploratory study comparing faculties’ perspectives within public and private universities in Malaysia” (Ramachandran, Ching and Ismail, 2010). This journal review is concluded by a reflection wherein the scholar expresses his experiences of the task. Next comes an essay which provides an insight into how an organisation can achieve benefits by implementing various HR practices in successful manner. Here literary work is extensively discussed in chronological