Organizational Culture and Personal Values Development XXXX XXXXX Florida Abstract Job satisfaction and job performance are interrelated topics‚ which are derived from individual personal values‚ (Iaffaldano & Muchinsky‚ 1985). Organizations can use specific processes to shape employee values‚ which will reflect the desired work culture of the organization. The development of values will shape the culture of an organization and increase job satisfaction and job performance
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The National Basketball Association and NBA Properties‚ Inc. v. Motorola‚ Inc.‚ 105 F.3d 841‚ Decided 1997 by the United States Court of Appeals for the Second Circuit. Facts: Motorola manufactures a paging device called SportsTrax that transmits game information to users. In the “current” setting‚ the pager displays real time game statistics‚ including the name of the teams‚ the score as it changes‚ which team has possession of the ball‚ and the time remaining in the game. The information
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and the character is adored by youngsters all over the world. Disney also own14 licensed theme parks across the globe. It also operates and owns many other television networks such as Disney channel‚ ESPN‚ ABC family and many more. The two organizational culture elements practiced by the Walt Disney Company People orientation: is the extent to which the decisions made by the management effects on people in the organization. Disney can be considered as a company with high people orientation because
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together. Review Culture may be viewed as a group ’s "collective being" which is both static and dynamic in nature‚ and may be studied by looking at the dimensions of the "collective being" at a point in time as well as over time (RALSTON et al). Low’s (2009; 2002) studies cites the twelve Singaporean values and these values are then cited and used to examine the key value(s) that prevail among these Singapore companies. According to his thesis there are eight types of corporate culture existing in Singapore
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What is Organizational Culture? Organizational culture is a set of shared values‚ the unwritten rules which are often taken for granted‚ that guide the employees towards acceptable and rewarding behavior. The organizational culture exists at two distinct levels‚ visible and hidden. The visible aspect of the organization is reflected in artifacts‚ symbols and visible behavior of employees. The hidden aspect is related to underlying values and assumptions that employees make regarding the acceptable
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philosophy can be credited to one of the founders Herb Kelleher. It is an airline company with a unique culture “goofiness”‚ which keeps the morale of its employees high (Smith‚ 2004)‚ and is a company that welcomes fun‚ dedication‚ and effort. Southwest believes that a happy employee will create a happy customer‚ and will create loyal customers. Mr. Kelleher effectively implemented its style‚ culture and emphasis on quality in the daily actives at Southwest (Smith‚ 2004)‚ and he did so without the
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1. Draw on each of the elements of the cultural web to discuss how the culture at Heinz Australia has changed and is continuing to evolve under Widdows’ leadership. The Paradigm: ‘Going backward’‚ unprofitable business‚ very negative‚ low-risk‚ ‘punitive’ culture‚ lack of nurturing and support of staff‚ little encouragement of new ideas‚ and a complex organizational structure. Are the Assumptions/core beliefs of Heinz Australia before. Myths and Stories: staff morale was low and turnover
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Steve Hendershot August 22‚ 2011 3 1 2 0 Motorola smartphones have nearly twice the marketshare (7.5%) in China as they do worldwide (4%)‚ according to an estimate from research firm Gartner Inc. Indeed‚ when Motorola Mobility Holdings Inc. reported its second-quarter results‚ it acknowledged that sales in China and Latin America are driving the company’s growth. (Motorola split into two companies earlier this year; Libertyville-based Motorola Mobility is the consumer electronics maker. And
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Motorola: Is a High Performance Culture Enough? Developed by David S. Chappell‚ Ohio University Motorola Inc.‚ world famous for its Six Sigma quality control program‚ was an early success story in the computer/electronics age. Motorola moved from being a decentralized but integrated‚ narrowly focused electronics firm at $3 billion in 1980 to being a decentralized and disintegrated broad portfolio firm at $27 billion in 1997.1 Motorola is one of the world’s leading providers of wireless communications
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E-Leader Tallinn‚ 2009 ORGANIZATIONAL CULTURE: HOW TO MEASURE IT - A CASE STUDY Dr. Léo F. C. Bruno‚ Professor of Leadership José O. P. de Sousa‚ M. Science Dom Cabral Foundation Nova Lima‚ Brazil Abstract The current study sought to analyze the aspects of Brazilian organizational culture found in business management. Its purpose was to prepare a methodology to measure the elements that make up the organizational culture of a company in the Manaus Industrial District /Brazil. This study researched
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