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Here, the organization's mission and core values are developed to make sure they address all important issues of the organization Rosenthal & Masarech, 2003()
The second step was communication whereby the Navy made sure all members of the organization were well aware of the mission and core values by hanging them in every corner of the organization. This made sure that nobody in the organization was left out of understanding the new mission and values of the Navy. Two-way dialogue was also encouraged whereby any members who felt they needed to add more information or get clarification were allowed to do so with the management Rosenthal & Masarech, 2003()
The third step is that of modeling the change itself. Here, it includes the activities of demonstrating that the new mission and values of the organization need to be upheld and followed. This step begins from the top where the management needs to lead by example. For the Navy, this is what happened. The management was instrumental in leading the changes into adopting the new mission and values. This made it extremely easy for the other members of the organization to follow suit Rosenthal & Masarech, 2003()
The fourth step is the alignment of the practices of the organization to the new mission and values. Here, the management needs to evaluate any areas which affect the high performance culture of the organization. In the Navy, it was discovered that two areas were most significant. The first one was management of performance. Here, the appropriate measures for evaluation and accountability were devised. The second area was the decision making process which was...
This is the last step in the achievement and sustenance of the high performance culture of the organization. It includes inspiring leaders to achieve more than just communicating and modeling the organization's values. This process needs to be desired to also inspire the members of the organization to feel at home in the organization and to actively own the organization and its culture and goals. When the members of the organization feel they are one with the organization, its goals and objectives, they are more likely to work harder toward the achievement of a high performance culture in the organization Rosenthal & Masarech, 2003()
References
Elsbach, K.D., & Bhattacharya, C.B. (2001). Defining Who You Are by What You're Not: Organizational Disidentification and the National Rifle Association. Organization Science, 12(4), 393-413.
Grant, R.M. (1996). Prospering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration. Organization Science, 7(4), 375-387.
Rosenthal, J., & Masarech, M.A. (2003). High-Performance Cultures: How Values Can Drive Business Results. Journal of Organizational Excellence, Spring (2003).
Schein, E.H. (1985). Organizational Culture and Leadership: A Dynamic View. San Francisco, CA: John Wiley & Sons, Incorporated.
Organizational Cultures: Annotated Bibliography and Summary Annotated Bibliography Aronson, Z. And Patanakul, P. 2012. "Managing a group of multiple projects: do culture and leader's competencies matter?" Journal of the Knowledge Economy, 3(2): pp. Web. Retrieved from: LexisNexis Database. [Accessed on 21 May This article focuses significantly on how team culture within an organization is a pivotal factor that contributes to a team being able to successfully complete a project. A focus is made on
Org Culture The scholarly website on organizational culture that is being reviewed is the Harvard Business Review, which produces content on a variety of business issues, among them organizational culture and mentoring. Within this website there are a number of articles, some of which were written for publication in the Harvard Business Review itself, and others of which were produced for the HBR.org blog network. The blogs are produced by experts
Organizational Behavior Terminology Organizational Culture and Behavior: Author Edgar H. Schein, professor of management at the Sloan School of Management, MIT, believes that organizational culture has in the recent past embraced themes from a number of disciplines, including sociology, social psychology, anthropology and cognitive psychology as well. And although all of these fields of study feed into today's concept of organizational culture, Schein asserts that organizational culture "has become a field
The second activity that is given most priority is marketing. The company accepts that marketing is required to boost sales as well as increase brand recognition and maintain brand awareness Pham-Gia, 2009() In terms of attention to details, Starbucks pays huge attention to detail to make sure no relevant details are left behind when making an important decision. In terms of innovation, the company has a high degree of innovation.
However, this does not happen always. An organization's structure is in reality an extremely powerful control technique, as the alternative to structure will automatically favor some groups and put others in trouble. In case managers are employing structure to extend power to some groups or individuals they are not just wielding power rather are getting involved in political movement. Therefore, strategic choices relating to structure might not be coherent
Organizational Culture and Sustained Competitive Advantage Organizational culture is a defining feature of every organization. The unique culture that every organization displays has an affect on its ability to remain profitable. Culture can have either positive or negative affect on the ability of the organization to remain competitive. Much academic research up to this point has focused on theory and defining what is meant by culture and sustainable competitive advantage. This