John W. Smith Jr John W. Smith Jr The changing of the culture of an organization has both the pros and cons. Ultimately‚ it is the job of the OD Consultant to ensure that both management and the employees are both on the same page heading in the same direction in order to reach the goals and objectives of the organization. The changing of the culture of an organization has both the pros and cons. Ultimately‚ it is the job of the OD Consultant to ensure that both management and the employees
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Changing Organizational Cultures Introduction An organization’s culture is a combination of the founder’s beliefs‚ values‚ ideas‚ and norms. Every organization is different and presents a different culture for its employees and customers. With most organizations the culture is strong and very difficult to change. Within these organizations there are dominate cultures and well formed subcultures. In the few organizations remaining‚ changing the organizational culture is easier‚ but requires
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Adaptive Organizational Cultures When the organizational culture fits with the demands on it‚ it is more likely to be effective. When demands change‚ a strong culture may find it difficult to change itself to match the changes in its markets‚ its suppliers‚ technological developments‚ the economy‚ governments‚ and available personnel. Old commitments‚ values‚ traditions‚ regulations‚ and rites may get in the way of flexible demands on the organization for new solutions. Xerox pioneered the development
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ORGANIZATIONAL CULTURE & STRUCTURE Outline Prepared By: Marnela Kathleen V. Pasamba‚ RN MSN I I. Organizational Culture A. Definitions 1. Gareth Morgan: set of beliefs‚ values and norms‚ together with symbols like dramatized events and personalities‚ that represents the unique character of the organization and provides the context for action in it and by it. 2. Edgar Schein: a pattern of shared basic assumptions that the group has learned as it solved its problems that has worked well
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The Enron scandal‚ revealed in October 2001‚ eventually led to the bankruptcy of the Enron Corporation‚ an American energy company based in Houston‚ Texas‚ and the de facto dissolution of Arthur Andersen‚ which was one of the five largest audit and accountancy partnerships in the world. In addition to being the largest bankruptcy reorganization in American history at that time‚ Enron was attributed as the biggest audit failure.[1] Enron was formed in 1985 by Kenneth Lay after merging Houston Natural
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There is no single definition for organizational culture. The topic has been studied from a variety of perspectives ranging from disciplines such as anthropology and sociology‚ to the applied disciplines of organizational behaviour‚ management science‚ and organizational communication. Some of the definitions are listed below: A set of common understandings around which action is organized; finding expression in language whose nuances are peculiar to the group (Becker and Geer 1960). A set of understandings
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DETERMINANTS OF ORGANIZATIONAL CULTURE At the very onset of this topic‚ it is useful to distinguish determinants and dimensions of OC. Determinants are the causes‚ while dimensions are the components of OC. You may say‚ determinants are those which influence whereas dimensions are those which are influenced. Although OC refers to the internal environment of an organization‚ the nature of OC is determined by a variety of internal and external factors. One of the basis premises of organizational behavior
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It is critical to address the importance of leadership in organizational settings. Robert J. Shiver‚ the CEO of Aerway Holdings‚ Inc. stated that “the ability to motivate and guide people toward a goal is the essence of leadership.” The text defines leadership as the “ability to influence‚ motivate‚ and enable others to contribute to the effectiveness and success of the organizations of which they are members”. (Kreitner & Kinicki‚ 2004) Effective leader’s posses the traits and skills that can transform
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Organizational Culture Christine Mayers Argosy University Abstract When we look at organizational culture‚ we are looking at the personality of an organization. Culture is basically comprised of the values‚ norms‚ and tangible signs of an organization. Managers and employees of an organization if working long enough with one organization soon sense the particular culture of the organization. Rational and irrational decision making are key when it involves working with different cultures
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on abstract conceptions‚ using words and their meanings‚ to make sense systematically of our experience and observations of people do-ing things together. A great deal of organizational life can be described and‚ more impor-tantly‚ sometimes even understood‚ predicted‚ and influenced‚ with abstract ideas about structure and culture. While there is no universal agreement or consistency in definitions of structural and cultural aspects of community organizations‚ grassroots organizers have some com-mon
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