The Organizational Culture Of The Work Center

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.

Various television shows have pushed boundaries to create positive differences in social perception of minorities, but only few have had the power and influence to make a noteworthy impact on American culture. Television Comedy has been able to cleverly impact acceptance of American Culture boundaries for years on end. From the show “Good Times” all the way to “The Office”, comedy has been an effective way of creating positive perceptions and acceptance of all different kinds of views on our society. An easily countable number of academic texts give evidence to Black-watched, Black-targeted television narratives. (Marc, 1997). Racially directed comedy television shows have, in my opinion, have been one of the most prevalent types of television

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.

Organizational culture at our place of employment can promote improved patient outcomes. How we feel about ourselves, our personal investment and our relationship to our work environment are additional factors that contribute to patient satisfaction and our sense of professionalism and accomplishment (Manojlovich & Ketefian, 2002). We will look at the role of our organizational structure and its impact and contribution to the issues involving Nurse A.

According to Robbins and Judge, organizational culture is, “a system of shared meaning held by members that distinguishes the organization from other organizations” (Robbins 249). A strong organizational culture is one whose organization’s core values are both intensely held and widely shared. After viewing Enron: The Smartest Guys in the Room, it is obvious that Enron had not only an organizational culture that was strong, but one that was extreme and aggressive. This aggressive and strong organizational culture discouraged both teamwork and ethical behavior and in the end it only plagued Enron until it eventually collapsed under its downfall.

Organizational culture is no longer a peripheral element in organizations to become an element of strategic importance relieved. It is a strength that directs organizations toward excellence, to success. The organizational climate is influenced and ultimately determined by the employees’ cultures, i.e. the cultural elements that they bring into the organization. The dynamic between the individual cultures (from employees) and the culture that the organization seeks to promote will ultimately dictate not only the organization’s culture, but also its structure. Under the aforementioned concerns for investigation born, whose purpose will be to highlight the importance of organizational culture and climate as determinants of the effectiveness of civilian personnel in the military context, it will allow the reflection of high management of the military organization in order to achieve a balance in the organizational culture in which they can interact reference groups that integrate a harmonized manner and committed to the same ideals. The importance of culture and organizational climate has been the subject of strong interest from the 80s to the present day; this is why bibliographic research work aims to make a collection of theoretical assumptions underpinning the development of the main objective of this research already outlined above. The development of organizational culture allows members of the organization certain behaviors and inhibits others. An open and humane

How workers see their part in a difficult project ? and their ability (to hold or do something) in the organization in general ? is seen as a basic part of the program culture. Therefore, an organization 's structure and tasks molded by organizational/ program culture. Ventures seen as changing to make better/changing to fit new conditions to the culture/ program may have smoother usage and higher action of accomplishing or completing something challenging rates contrasted with activities that argument or point in an argument with program standards. Understanding organizational/ program culture and its association with task administration can help organizations figure out which ventures merit seeking after. By "inserting the task administration mentality in authoritative society?, firms may create long haul advantages in an aggressive domain, as indicated by a recent report by the Project Management Institute (PMI) titled Pulse of the Profession: Capturing the Value of Project Management. In this paper, the evaluation of this case study is discussed.

Acknowledging that organizational culture is an important aspect for space planners, this paper provides an overview of four organizational culture types: Control (hierarchy), Compete (market), Collaborate (clan), and Create (adhocracy). This typology reflects the range of organizational characteristics across two dimensions that were found critical to organizational effectiveness. The spatial implications for each type are presented so that workspace planners might be able to interpret the results of an organizational culture assessment in their process of designing

(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.

“People will typically be more enthusiastic where they feel a sense of belonging and see themselves as member of a community, in comparison to a workplace in which each person is left to their own devices” Kohn (1999 pg. 188). This outlines that when people have a sense of belonging they will thrive, and demonstrates the importance of work place culture and how it has a large influence on if a business is successful, in the same way that Cameron and Quinn explained (2011) that some of today’s successful firms have developed a distinctive culture that is identifiable by its employees, for example Disney. In early years settings this sense of belonging is shared through having a uniform, a defined set of values, policies and

Organizational Culture, Structure & Design Satish kumar Gummalla University Canada West Instructor: Liz Wiebe Business Fundamentals MBA 549, Section B March 17, 2011

Organizational culture defined as a distinct set of workplace, traditions, values, and practices, frequently shape how people behave in their current workplace. Three sources of organizational culture that influence how people behave are known as workplace values, workplace norms, and workplace artifacts. Understanding organizational culture changes how people act in the public workplace. People would behave around coworkers, and supervisors. The interpersonal communication used to talk to the person spouse will be different from how the person will talk to their supervisor. As stated in the textbook, when someone joins an organization, that person becomes socialized into the culture through formal and informal encounter with established coworkers. From experience, if the person does not know the organizations culture, there would be no knowledge on how to act during the professional encounters.

Corporate culture is not a static concept. Many different corporations have different types of cultures depending on different company needs. As detailed by the Glassdoor Team (2012), a large multi-national company may have a different corporate culture to a start-up business, as the culture is forged to respond to different needs within the organization. At Honeywell, we see a particular corporate culture form to cater to its needs and size. As a result, Honeywell conducts and enacts several policies to ensure the culture it wants to perpetuate is consistent and able to cater to the needs of all its employees; when a culture sticks to its employee’s needs and helps them thrive, it allows the company to thrive as well. This paper addresses the various ways in which Honeywell carves out a culture and set of norms for its employees to believe in and follow.

An organization always faces challenges when allowing new employees into their culture. Brethren Woods Camp and Retreat Center encounters this change every year when they orient their summer staff. Last summer, however, a new problem occurred to challenge their organizational culture. During the fifth week of their six week summer camp program, they caught wind from a stakeholder that some of their employees had been in violation of the personnel policy they all signed earlier in the summer. After confirming this information with the employees in question, they were quick to judge the situation. Two employees were fired while the rest were treated to a talking circle. The incident was not explained to the entire staff and was never spoken

Low-Context culture is the new concept for organizational studies that critically examine the outside as well as inside venture culture with more pragmatic ways. It is an elements and distinguishing feature of culture. Historically speaking, this new term is not so much new for 21st century. It is term that has used first time by the most famous anthropologist named as Edward T. Hall. This low-context culture has been using for deepest study of culture as a whole. This cultural term, is more familiar with intentional behavior can observed by producers of culture in reality. (Borelli & Lenzerini, 2012)