Cross-cultural social and organizational psychology. Annual Reviews Psychology‚ 47. 205-235. doi: 0066-4308/96/0201-0205. Jex‚ S.M.‚ & Britt‚ T.W. (2008). Organizational psychology: A scientist-practitioner approach (2nd ed.). Hoboken‚ NJ: Wiley. Schein‚ E.H. (1996). Culture: The missing concept in organization studies. Administrative Science Quarterly‚ 41(2). 229-240. doi: 0001-8392/96/4102-0229. Seijts‚ G.H.‚ & Latham‚ B.W. (2003). Creativity through applying ideas from fields other than one
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(2000). Organizations: Behaviour‚ Structure‚ Processes. (10th ed.). New York: McGraw-Hill. Manetje‚ O.‚ Martins‚ N. (2009). The relationship between organisational culture and organisational commitment. Southern African Business Review‚ 13 (1)‚ 87-111. Schein‚ E.H. (1990). Organizational Culture. American Psychologist‚ 45(2)‚ 109-119. Davidson‚ G.‚ Coetzee‚M.‚ Visser‚ D. (2007). Organisational culture and financial performance in a South African investment bank. SA Journal of Industrial Psychology‚ 33(1)
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References: Martin‚ J‚ (2001)‚ Organizational Behaviour‚ 2nd edn‚ Thomson Learning Mullins‚ L‚ (2002)‚ Management and Organisational Behaviour‚ 2nd edn‚ Financial Times‚ Prentice Hall Schein‚ E‚ (1992)‚ Organizational Culture and Leadership‚ 2nd edn‚ Jossey-Bass Inc. Cummings‚ T and Worley‚ C‚ (1993)‚ Organization Development and Change‚ 5th edn ‚ West Publishing Company Sackman‚ S‚ (1991)‚ Cultural knowledge in Organizations Exploring
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To what extent can organisational culture be managed? Is organisational culture critical to the success of an organisation? Peter Anthony (1994) asserts that the pursuit of change in a cultural sense has been considered synonymous with the pursuit of excellence for organisations. It is true that a wide variety of management practitioners view the control of organisational culture as something both possible and necessary for organisational success (Brown 1993). A survey of organisational practices
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organisation. Structure forms an outline within which an organisation’s numerous operations may be planned‚ organised and controlled. The second main factor is organisational culture‚ which can be seen as a reflection of the personality of an organisation. Schein (1990) cited in Rollinson (2008) sees organisational culture as the collective convictions‚ beliefs and outlooks shared by the members of an organisation. Adler (2008) points out that organisational cultures can
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model of national cultural differences and their consequences: A triumph of faith- a failure of analysis. Human Relations‚ 55(1)‚ 89-118. Nakata C. (2009). Beyond Hofstede: Culture Frameworks for Global Marketing and Management. Palgrave Macmillan. Schein‚ E. H. (1996). Organizational culture and leadership. San Francisco: Jossey-Bass. Vitell‚ S. J.‚ Nwachukwu‚ S. L.‚ Barnes‚ J. H. (1993). The effects of culture on ethical decision-making: An application of Hofstede’s typology. Journal of Business
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Business Administration Managing Change & Leading People PGM02 "Impact of Organisational culture on role and responsibilities of the managers within the organisation" (Word count 2900 / Word limit 3000) Haque‚ A. U. 139________ According to Schein (2004) the core concept of organisational culture is developing an atmosphere and the procedures are created to ensure that employees are properly managed. Glendon and Stanton elaborate the that visible expression of an organisation is considered
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Essay 1: Motivation/Reward System by Blake P. Rodabaugh EDD 9100 CRN 35455 Leadership Seminar Nova Southeastern University January 15‚ 2012 Essay 1: Motivation/Reward System Employee motivation seems to be at the core of what defines leadership or more importantly a leader. The success or failure of an organization is dependent upon the ability of those in leadership positions and roles to motivate and inspire
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behaviour patterns that serve to relate human communities to their ecological settings” (Keesing‚ 1974). This has been reflected in the work of many ethnographers and psychologists‚ such as Whyte (1949)‚ Rohlen (1974)‚ Schein (1985 & 1990) and Hofstede (1980‚ 1991). Edgar Schein continued to define organisational culture as being “A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration‚ that has worked well enough to
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collectivistic cultures. Journal of Leadership Studies‚ 2‚ 3-18 Panapoulos F Rousseau DM‚ Tijoriwala AS. 1998: Assessing psychological contracts: issues‚ alternatives and measures‚ organisational culture‚ Journal of Organisational Behaviour‚ 19:679-695 Schein E Swanepoel B‚ Erasmus B‚ Van Wyk M & Schenk H. 2003: South African Human Resource Management: Theory & Practice. 3rd Edition. Cape Town: Juta & Company Unknown
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