ISSN 1392-1258. EKoNoMIKa 2009 87 FACTORS OF ORGANIZATIONAL CULTURE CHANGE Violeta Raimonda Kulvinskienė Associate Professor Doctor of Social Sciences Vilnius University Department of Management Saulėtekio av. 9‚ LT-2040 Vilnius Tel.: (370 5) 2366134 E-mail: violeta.kulvinskiene@ef.vu.lt Eleonora Seminogova Šeimienė Project Manager TNS Gallup Ltd. Raugyklos st. 15‚ LT-01140 Vilnius Tel.: (370) 615 4478 6 E-mail: eleonora.seimiene@gmail.com Abstract. Organizational culture has a significant
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internal integration‚ that has worked well enough to be considered valid and‚ therefore‚ to be taught to new members as the correct way to perceive‚ think‚ and feel in relation to those problems (Schein 1992:12). In comparison to earlier times‚ organisational culture is more in demand and recognised at present (Schein‚ 1992) due to competition‚ increased globalisation‚ diversified workforce and formation of business coalitions. This in turn led to product and strategy innovation; integration among firm’s
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(2012). Leadership roles and management functions in nursing: Theory and application. Philadelphia‚ PA: Lippincott‚ Williams & Wilkins. Nelson‚ W. A.‚ & Gardent‚ P.B. (2011). Organizational value statements Healthcare Executive‚ 26(2)‚ 56-59. Schein‚ E
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The Mediating Effect of Culture on the Relationship between Interactive Management Strategy and Workers Social Awareness The culture of an organization encompasses all the life experiences each worker brings to the organization. Culture arrived on the management scene in the l980s like a typhoon blowing in from far East. It suddenly became fashionable in consulting circles to sell culture like some article of organizational clothing‚ much as “management by objectives” or “total information systems”
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Development‚ 1‚ 3‚ 191–8. Schein‚ E. H. (1978)‚ Career dynamics: matching individual needs and organizational needs. Reading‚ MA: Addison-Wesley. Schein‚ E. H. (1990)‚ Career anchors: Discovery your real values. San Diego. CA: University Associates. 60 International Journal of Training and Development © Blackwell Publishing Ltd. 2005. Triandis‚ H. C. (1989)‚ The self and social behavior in differing cultural contexts. Psychological Review‚ 96‚ 506–20. Van Maanen‚ J. and Schein‚ E. (1977)‚ Career development
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Over Experience by a Factor of 18‚ New York Times Piper‚ P. (2004). Google spawn: the culture surrounding Google‚ Searcher‚ 12 (6)‚ 26-32. Rosmarin‚ R. (2005). Google ’s Magic Bus‚ Business 2.0‚ 6 (1)‚ 115. Schein‚ E. (1985). Organizational Culture and Leadership. Jossey-Bass. Schein‚ E. (2004). Organizational Culture and Leadership (Third Edition). John Wiley & Sons Inc. Schmidt‚ E. and Varian‚ H. (2005). Google: Ten Golden Rules‚ Newsweek‚ December 2‚ 2005. Smircich‚ L. (1983). Concepts
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workplace (Schein‚ 2011). Organizational culture has four functions: gives members a sense of identity‚ increases their commitment‚ reinforces organizational values‚ and serves as a control mechanism for shaping behavior (Nelson & Quick‚ 2011). Organizational culture facilitates the acceptable solution to know the problems‚ which members learn‚ feel and set the principles‚ expectations‚ behavior‚ patterns‚ and norms that promote high level of achievements (Marcoulides & Heck‚ 1993; Schein‚ 1992).
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my interpretation of it is that it is structure of shared meaning which is held by members that differentiate the organisation from other organisations. Culture has its origin in the organisational interaction. The model put forward by Schein (1985) Schein divides organisational culture into three levels: Outer layer: These outer layers are at the surface‚ those aspects (such as dress) which can be easily recognised‚ yet are hard to understand; Values and beliefs: beneath the outer
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negotiations are not dialogue because each symbolizes a routine whereby someone tries to win or persuade someone to assume the views of another. Dialogue‚ he states requires space to give participants the opportunity to talk without restraint. Schein (1993)‚ “dialogue aims to build a group that can think generatively‚ creatively‚ and together. When dialogue works‚ the group can surmount the creative abilities of its individual members and achieve levels of creative thought that no one would have
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References: Austrian Culture. Hephaestus Books‚ 2011 Brown‚ Andrew; Organizational Culture Culture of Austria-Hungary. General Books LLC‚ 2010 Lichtenberger Elisabeth; Austria: Society and Regions Schein‚ Edgar; Organizational Culture and Leadership. Jossey-Bass Psychology Series‚ 1994 [Paperback] Simpson‚ John; Weiner‚ Edmund; The Oxford English Dictionary Stein R. Conrad; Austria. Enchantment of the World Series. Children’s Press‚ 2000 Stanford
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