Organizational Culture Essays (Examples)

Organizational Culture and Values

The alignment of organizational and nurse values can affect nurse engagement, and therefore patient outcomes. It has been well-documented that in many instances workers and the organizations for whom they work can have conflicting values (O'eilly, Chatman & Caldwell, 1991). This fit has been found to be a predictor of many things, including job satisfaction and organizational commitment. Nurses are no exception to this rule, so it is important that nurses and healthcare organizations seek to find the best fit between values, in order to encourage a higher level of nurse engagement.

Conflicting values can occur

When values differ, job satisfaction and organizational commitment diminish

Nurse engagement depends on value alignment

Where values are aligned, there will be a higher level of nurse engagement

Slide 2: Nurse engagement has been found to important to nurse performance. This, in turn, affects patient outcomes. Empowered workers have higher…

References

Keyton, J., Smith, F. & Ford. D. (2012). Communication, collaboration and identification as facilitators and constraints in multiteam systems. Multiteam Systems.

Leonard, M., Graham, S. & Bonacum, D. (2004). The human factor: The critical importance of effective teamwork and communication in providing safe care. Quality and Safety in Health Care. Vol 13 (Sup) i85-i90.

O'Reilly, C., Chatman, J. & Caldwell, D. (1991). People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal. Vol. 34 (3) 487-516.

Wong, C. & Laschinger, H. (2013). Authentic leadership, performance, and job satisfaction: the mediating role of empowerment. Journal of Advanced Nursing. Vol. 69 (4) 947-959.

Organizational Culture

Integrating culture and diversity in decision-making:The CEO and organizational culture profile.

Historically, there are many definitions about organizational culture, which different literatures offer different definitions. The most popular definition is "the way a company does their thing around the company." In addition, organizational culture refers to the attributes of an organization, or in other terms, it is appropriate to link organizational culture as the right ways in which companies understand problems in the organization. Nevertheless, organizational culture refers to the values and beliefs, which people in an organization share. Moreover, organizational culture is a system of shared values (important things) and beliefs (how things work) that relate with the firm's people, organization structures, and control approaches to generate behavioral models (Sun, 2008).

Although there are many definitions, organization culture comprises of a set of theory of values, beliefs, and understandings that members share in common. In addition, culture…

References

Ashkanasy, A.N., Wilderom, C., & Peterson, F.M. (2000). Handbook of organizational culture & climate. Thousand Oaks, Calif.: Sage Publications.

Collins, J. (2001), Good to Great: Why Some Companies Make the Leap and Others

Don't, New York: Harper Business.

Forster, N., Majteles, S., Mathur, A., Morgan, R., Preuss, J., Tiwari, V., & Wilkinson, D. (1999).

This is the starting point. Here, the organization's mission and core values are developed to make sure they address all important issues of the organization osenthal & 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 osenthal & 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…

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 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 of its own" (Schein, 2010, p. ix). In order to stay focused on the evolving field of organizational culture -- without feeling "overwhelmed" by the "mass of research" that has been "spawned" in the field -- is a challenge the author is up against (and no doubt he's not alone). Schein nevertheless believes the way to stay zeroed in on "organizational culture" is to assert: a) leaders "as entrepreneurs" are "the main architects of culture"; b) once cultures have…

Works Cited

Feldner, Sarah Bonewits, and D'Urso, Scott C. (2010). Threads of intersection and distinction:

Joining an ongoing conversation within organizational communication research.

Communication Research Trends, 29(1), 4-29.

Harris, O. Jeff, and Hartman, Sandra J. (2001). Organizational Behavior. East Sussex, UK:

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 research expands theory by providing tools that can help companies manage organizational culture in such a way that it results in a greater competitive advantage. This research translates theory into practical applications that can be used by a number of organizations in various industries. The most important finding of this research is that companies can take measures to increase their competitive advantage by managing their organizational culture.

Organizational Culture and Sustained Competitive Advantage

Chapter 1: Introduction

Organizational culture is…

Organizational Culture/ewards System

There are numerous links made in research regarding organizational culture and a rewards system. A majority of the studies available suggest that in general an organizational culture that fosters communication and a collaborative or team oriented environment is more likely to successful implement a rewards system, and more likely to have a rewards system in place than one that does not (Burke, 1995).

Malekzadeh and Nahavandi (1993) show that cooperative behavior and productivity can be encouraged when the organizational culture is one that is built on employee participation and commitment, and that organizational reward systems typically encourage a culture that is cooperative and collaborative in nature (p.22). Further they argue that when an organizational culture supports a reward system employees learn to behave in a collaborate manner but still value competition and consider it a key success factor related to high performance (Malekzadeh & Nahavandi, 1993).

Boughton,…

References:

Agarwal, N.C. 1981. "Determinants of executive compensation." Industrial Relations 20

(Winter): 36-45

Bannister, J.W. & Newman, H.A. (1998). "Cross-Sectional differences in corporate compensation structures." Journal of Managerial Issues, 10(2):223

Boughton, Nathaniel W., Gilley, Jerry W. & Maycunich, A. (1999). "The performance challenge: Developing Management systems to make employees your organization's greatest asset." Cambridge: Perseus.

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 in the conventional strategic meaning, but on the contrary might emanate from a power struggle among special-interest groups or associations, with everyone disagreeing for an understanding which matches them in the optimal manner. (Lewis, 2002)

Whereas matters like extent, technology and the setting will frame the elementary strictures of preference of strategy, the final choice may well be taken on the basis of convenient benefits. Political strategies might be suitable to a greater degree at the time when important organizational transformation…

References

Glor, Eleanor D. (March 21, 2001) "Key Factors Influencing Innovation in Government" the Innovation Journal. Vol: 12; No: 1; pp: 47-55

Hsu, Chin-Hsien; Bell, Richard C; Cheng, Kuei-Mei. (2002) "Transformational Leadership and Organizational Effectiveness in Recreational Sports/Fitness Programs." The Sport Journal. Vol: 5; No: 2; pp:

Lewis, Dianne. (2002) "The Place of Organizational Politics in Strategic Change" Journal of Strategic Change. Vol: 11; No: 3; pp: 25-34.

Niekerk, H.J. Van; Waghid, Y. (December 2004) "Developing Leadership Competencies for the Knowledge Society: The Relevance of Action Learning" South African Journal of Information Management. Vol.6; No: 4; pp: 18-23

Organizational Culture: The Walt Disney Company

elationship between the design of your selected organization and its organizational culture

The Walt Disney Company is a popular company in many homes all over the world because of the magical treatment given to visitors. The magic starts with the excellent training given to each employee that makes visitors have a memorable experience. The Disney Institute uses a structured learning atmosphere to offer training to employees working in restaurants and cast characters. This training aims at ensuring that all Disney workers obtain top notch learning that enables customers to be pleased (Gibson & Ivancevich, 2005).

Among all the structures, culture and the controls is a relationship that operates like a locked chain. The company's culture specifies the decision-making authority, controls and procedures. The organization's structure has been matched with the company's strategy. The organizational structures serve the purpose of managing the company's daily work…

References

Robbins, S. (2008). Organizational Behaviour: Global and Southern African Perspectives. New York: Pearson

Gibson, J. & Ivancevich, J. (2005). Organizations: behavior, structure, processes. Cornell University: McGraw-Hill/Irwin

Organizational Culture Nursing

Organizational Culture & Characteristics: In simple terms, organizational culture is "the way we do things here," as one online site described the evolution of the idea behind what is now thought of as being the working whole of the combination of beliefs, assumptions, values and behaviors that reflect the commonality of the people who work together in a given setting (Dodek, et al., 2010:669-670). It is a system of shared meaning. But what exactly this means varies. Not all collections of employees generate a working organizational culture. As such, it is now assumed that there needs to be certain levels of stability and a history of accomplishment in order for an organizational culture to be successful. (Boan and Funderbunk, 2003:3).

Functional and Dysfunctional Effects: Success, however, has drawbacks even as it serves a purpose. In general, organizational culture is considered a good quality because it allows for…

REFERENCES

ANCC (2010). Strategies for Nurse Management. Nursing excellence program provides framework for patient safety initiative, Vol. 10, No. 8; 1-12. American Nurses Credentialing Center. Retrieved from  http://www.strategiesfornursemanagers.com/CONTENT/252782.pdf .

Boan, D., and Funderburk, F. (2003). Healthcare Quality Improvement and Organizational Culture. Insights. Delmarva Foundation, 1-18. Retrieved from  http://www.dfmc.org/newsAndPublications/reports/documents/Organizational_Culture.pdf .

Dodek, P., Cahill, N., and Heyland, D., (2010). The Relationship Between Organizational Culture and Implementation of Clinical Practice Guidelines: A Narrative Review. Journal Parenteral Enteral Nutrition, 34, 669-673. Retrieved from  http://pen.sagepub.com/content/34/6/669 .

Organizational Behavior (2009). Organizational Behavior. Viewable at www.uwcentre.ac.cn/hhu/wp-content/uploads/2010/09/obclass162.ppt.

changing management processes, including meeting frequencies, attendance, and agendas.

Question 2: What are the traits of an effective organization?

The traits of a successful organization are the following:

successful organization should be able to identify and define the key competencies for organizational success based on the organization's vision, values, and goals. It should be able to express the key competencies as attributes against which participants can be assessed.

It typically uses a number of peers, customers, subordinates for evaluation of the results and provides feedback to the individual about their performance. It creates an action plan to improve the individual's performance. The other trait for the success is it ensures that the right people are selected to provide the feedback. In all a successful organization should communicate organizational vision, values, goals, and rules of behavior frequently. In addition, the organization should make efforts to reduce interpersonal conflict between the individuals…

Organizational Culture

Organization culture analysis

Organizational culture is one of the fundamental areas that need absolute understanding in order to cope with the behavior and the beliefs as well as the values that an organization may have. This is due to the fact that it is through organizational cultures that an organization ensures unity, loyalty, competition, direction and identity for the organization that will set it apart from others in the same industry (Kayla L., 2013). This paper hence examines the organizational culture of a church in the neighborhood that has a large membership to the tune of 500 people and worships on Sundays.

The mission of the First Baptist Church that was observed in this context is "To know Christ and to make Him Known"

The vision is to ensure the continued revival of the people of God and ensure that each member has a hand in propagating the…

References

Kayla L., (2013). The Importance of Culture in Organizations. Retrieved February 16, 2014 from  http://smallbusiness.chron.com/importance-culture-organizations-22203.html

Organizational Culture and Leadership

Leadership is power, exercise of influence of an authority that seeks to inspire the conduct of others (individuals or groups) in order to get them to voluntarily achieve clearly defined objectives. While some have naturally predisposed to leadership, it is also true that leadership develops over time. What is the key to a productive leadership? How to improve weaknesses to achieve positive results? How to mobilize and energize your team towards a common goal? (Chen and Francesco 2000)

According to Daniel Goleman, a Harvard professor, psychologist, author of the internationally recognized best seller "Emotional Intelligence," there are six leadership styles and each style is adapted to specific conditions. We will consider in this paper the different facets of leadership and their influence on the performance of the company through the corporate culture. We discuss here the leadership in a situational context.

Many leaders try to reduce…

References

Block, L. (2003), "The leadership - culture connection. An exploratory investigation," Leadership & Organization Development Journal, Vol. 24 No. 6, pp. 318-34.

Cameron, Kim S. & Quinn, Robert E. (1999) Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Reading, Mass: Addison Wesley.

Chen, Z.X. And Francesco, A.M. (2000), "Employee demography, organizational commitment, and turnover intentions in China: do cultural differences matter?," Human

Relations, Vol. 3 No. 6, pp. 869-87.

It is therefore extremely difficult for the government
to rapidly achieve its proposed initiatives. A lack of resources also
plays into this problem, suggesting that it is not appropriate to judge the
effectiveness of public officials according to the private sector
standards.
Still, it might be possible to improve the impression which the public
holds of its officials by placing a greater emphasis on efficiency,
customer service, cleanliness and accessibility in public facilities such
as the above-mentioned. Devoting greater care to those aspects of
government responsibility that establish organizational culture, it may be
possible to alter the way that such agencies are immediately experienced by
the public, thus causing less suspicion or mistrust for the legislative
activities which take place behind the closed doors of a council.
It is not uncommon for organizational culture to reflect the cultural
identity of the sector or national culture in which it practices its…

Works Cited:

Shafritz, J.J.; Ott. S. & Jang, Y.S. (2005) Classics of Organization
Theory, 6th Ed. Belmont, CA: Thomson Wadsworth.

Stivers, C. (2002). Gender Images in Public Administration: Legitimacy and
the Administrative State, 2nd Ed. Newbury Park, CA: SAGE Publications.

Van Wart, M. (1998) Changing Public Sector Values. New York: Garland

racle's culture also relies on teams instead of larger and highly hierarchical organizational structures (Eden, 2006). These teams give employees an opportunity to personally identify with their team goals and have a higher level of accountability and performance as a result (Kumar, 2007). f the seven primary characteristics of an organizational culture, racle has a strong outcome orientation, team orientation, aggressiveness, and innovation and risk-taking.

ne of the most appealing aspects of the racle culture is the sense of urgency of getting goals accomplished both individually and as part of a team. There is an intensity that teams have to get to their goals together. The potential for job satisfaction is very high in that type of environment. Having the chance to define ones' own objectives in a job and also decide how to achieve them critical for job satisfaction. That's what is most appealing about the racle culture from…

One of the most appealing aspects of the Oracle culture is the sense of urgency of getting goals accomplished both individually and as part of a team. There is an intensity that teams have to get to their goals together. The potential for job satisfaction is very high in that type of environment. Having the chance to define ones' own objectives in a job and also decide how to achieve them critical for job satisfaction. That's what is most appealing about the Oracle culture from a potential employee standpoint. Valuing and allowing investments in innovation and risk taking also contributes to a more achievement-oriented mindset by employees as well. Having the opportunity to be part of teams managed in this way, in a culture so committed to continually improving, is appealing.

The Oracle organizational culture is strong. Having been founded by Larry Ellison and initially managed to excel first at sales and second at service (Greenbaum, 1992), the culture is increasingly becoming customer relationship-oriented. The cultural values of innovation and risk taking, outcome and team orientation, and aggressiveness permeate the culture. As a result the strength of cultural values are often seen in the support that sales managers and directors get within the company. Serving the sales force is a unifying aspect of the culture; all of the characteristics of the culture are focused on how to win new business and keep existing customers. The Oracle culture is further strengthened when a company is acquired. The acquired company's employees are given immediate access to all Oracle collaboration tools and applications including the company Intranet. This gives these new employees a chance to get immediately connected with others throughout the company they will be working with. Employees from acquired companies are assigned to teams immediately and often given their goals and objectives within the first week. The urgency of getting new employees productive further supports the strength of the Oracle culture.

The Oracle culture is highly customer-responsive as a culture. The employees Oracle chooses to hire are often known for their high levels of autonomy and ability to work independently.

Maximizing a unit's performance is influenced by how well the leader shapes the organization's climate. Climate is a reflection about how people think and feel about their organization at a snapshot of time (Swift, 2010). Climate is generally a short-term experience that is contingent of emerging personalities in a small organization. The organization's climate evolves as the people change. A soldier's first point of contact within the chain of command is his or her sergeant. Insomuch, his or her immediate leader sets the tone, expectations, attitudes, goals, and values that are consistent with the Army's organizational culture. Additionally, the climate entails shared perceptions and attitudes about his or her unit in which the leader can influence positively or negatively. Moreover, the leader uses the culture to let their soldiers know they are part of something bigger than just themselves and that "they have responsibilities not only to the people around…

References

Swift, D.C Major. (2010). The online battle book. Retrieved from  http://www.dcswift.com/military/classes/Mentoring/organizational_climate.pdf 

U.S. Army. (2011). Army Leadership Fm 6-22 (Fm 22-100). Retrieved from https://rdl.train.army.mil/soldierPortal/atia/adlsc/view/.../chap8.htm

4 of 4

Organizational Culture, National Culture, And Negotiating Across Cultures

Culture refers to a collection of qualities which do not belong to individuals but a society consisting of individuals; these collected qualities are a unique and intricate blend of attributes which extend to a wide arena of social interactions, religious rites, celebratory procedures, rituals and other aspects of collective life (Garcha). Culture both dictates the desired behaviors for members, pivotal objectives and the ideal manner to assess things: "This implies that people of different cultures will have greater difficulty in interaction, understanding and ultimately in negotiation" (Garcha).

Since cultural differences are so profound and so immediate, they can impact nearly every aspect of negotiation. For instance, the way that various cultures view and behave towards time and all aspects related to time is very important. "Beyond obvious issues of punctuality and timekeeping, differences may occur in the value placed on the uses…

References

Brett, J. (2000). Culture and Negotiation. International Journal of Psychology, 97-104.

Garcha, A. (n.d.). Diplomatic Culture or Cultural Diplomacy: The role for culture in international . Retrieved from Cultural Diplomacy.org:  http://www.culturaldiplomacy.org/content/pdf/icd_diplomatic_culture_of_cultural_diplomacy.pdf 

MacDuff, I. (2006). Your Pace or Mine? Culture, Time, and Negotiation. Negotiation Journal, 31-45.

Organizational Culture of al-Mart

Since the year of 2008, al-Mart has been branded that name but before then, it was an American international trader company that runs chains of big discount department stores and warehouse supplies. al- Mart has turned into the world's third biggest public corporation, dependable with the Fortune Global 500 list in the year of 2012.This business has also turned out to be a private employer in the world with over two million workers, and is the largest retailer in the entire world. al-Mart even today is still a business that is family owned, as the business is measured by the alton family who own a 60% investment in al-Mart. ith said, this essay will discuss al-Mart's organizational culture

Viable employee relations practices have contributed to al-Mart's success as an employer in many ways. For example, the company has a very good staunchly anti-union. New workers are…

Works Cited

Arnold, S.J. (2000). Wal-mart in europe: Prospects for the UK. International Marketing Review, 17(4), 214-220.

Basker, E. (2007). The causes and consequences of wal-mart's growth. The Journal of Economic Perspectives, 21(3), 598.

Carden, A. & . (2005). Wal-mart, leisure, and culture. Contemporary Economic Policy, 27(4).

O'Gorman, M. (2008). Wal-mart: The face of 21st century capitalism. Labour, 23(4), 23-45.

Retrieved September 17, 2008, from AI/INFORM Global database. (Document ID: 1325026401)

Drucker, Peter F (1992, February 11). There's More Than One Kind of Team. Wall Street Journal (Eastern Edition), p. A16. Retrieved September 20, 2008, from AI/INFORM Global database. (Document ID: 4277929)

Nicki Hayes (2008). Improving engagement in a small business. Strategic Communication Management, 12(4), 28-31. Retrieved September 18, 2008, from AI/INFORM Global database. (Document ID: 1516270091).

Yan Ling, Zeki Simsek, Michael H. Lubatkin, John F. Veiga. (2008). The impact of transformational CEOs on the performance of small- to medium-sized firms: Does organizational context matter? Journal of Applied Psychology, 93(4), 923.

Retrieved September 18, 2008, from AI/INFORM Global database. (Document ID: 1518873821).

Robert Manthey, William E. alhoff. (2002). Pass the baton without missing a beat. Journal of Accountancy, 193(3), 43-48. Retrieved September 19, 2008, from AI/INFORM Global database. (Document ID: 110274677).

Gerda Mihhailova (2007). Virtual Teams: Just a Theoretical Concept…

Bibliography

Svante Andersson, Henrik Floren. (2008). Exploring managerial behavior in small international firms. Journal of Small Business and Enterprise Development, 15(1), 31-50. Retrieved September 12, 2008, from ABI/INFORM Global database. (Document ID: 1440896821).

Ruth Alas (2007). Organizational Change from Learning Perspective. Problems and Perspectives in Management, 5(2), 43-50. Retrieved September 19, 2008, from ABI/INFORM Global database. (Document ID: 1278309851).

Olof Brunninge, Mattias Nordqvist, Johan Wiklund. (2007). Corporate Governance and Strategic Change in SMEs: The Effects of Ownership, Board Composition and Top Management Teams. Small Business Economics, 29(3), 295-308. Retrieved September 17, 2008, from ABI/INFORM Global database. (Document ID: 1325026401)

Drucker, Peter F (1992, February 11). There's More Than One Kind of Team. Wall Street Journal (Eastern Edition), p. A16. Retrieved September 20, 2008, from ABI/INFORM Global database. (Document ID: 4277929)

Organizational Culture

Polymedica Corporation is a fast-growing medical products and services company, well-known for its Liberty brand name that addresses the needs, mainly, of seniors suffering from diabetes and respiratory ailments. Since 1989, Polymedica has been continuously expanding product lines and services to these clients and operating through its three business segments, namely, Liberty Diabetes, Liberty Respiratory and Pharmaceuticals (Polymedica 2004). The company and subsidiaries' manufacturing, distribution and laboratory facilities are located in Massachusetts and Florida..

It has made a name as the leading direct-to-consumer provider of diabetes supplies and related products and services in response to the growing numbers of seniors who develop diabetes. Its own findings showed that the incidence of the chronic disease rose by 49% from 1990 to 2000 and trends indicate that it would continue to grow to 65% till 2050 (Polymedica). The findings also revealed that diabetes among the seniors increased from 18.4% in…

Bibliography

Business.com. (2001). Polymedica Corporation. Profile. Business.com, Inc.,  http://finance.yahoo.com/q/pr?s=plmd_ir.htm 

Business Wire. (2003). Asensio and Company, Inc. Announces Investment Opinion on Polymedica Corporation: Polymedica's Criminal Prosecution Firmly on Track. ClariNet, http://quickstart.clari.net/qs_se/welnes/wed/bh/Bny-asensio-company-inc.RcNk_Ds9.html

Kirchhoff, Sue. (2003). Aging Population Makes This Deficit Scarier. USA Today.  http://www.usatoday.com 

McLellan, Michael. (2004). Polymedica Corporation. Fact Sheet. Hoover's Online, http://www.hoovers.com/polymedica

Organizational culture affects nursing practice and care across several dimensions. From job satisfaction to organizational effectiveness to patient perceptions of care, the culture of nursing organization has widespread implications. As an employee in a psychiatric hospital, I have observed that the cultural organization among staff has far reaching effects that touch nearly all facets in the workplace. The culture of the hospital I work at would be considered constructive, positive and supportive, which results in beneficial results for staff and patients.

A study conducted by McDaniel and Stumpf (1995) indicated several positive associations between constructive culture within nursing organizations and high morale, employee satisfaction and retention, as well as decreased patient mortality. Culture is understood by these authors as an integral component to any nursing organization, and culture in this context is understood as commonalities in thought, belief and behavior among all the staff within a nursing unit (McDaniel &…

References

McDaniel, C. & Stumpf, L. (1995). The organizational culture: implications for nursing service. Journal of Nursing Administration, 23(4), 54-60.

Meterko, M., Mohr, D., Young, G. (2004). Teamwork culture and patient satisfaction in hospitals. Medical Care, 42(5), 492-8.

Tzeng, H.M., Ketefian, S., Redman, R.W. (2002). Relationship of nurses' assessment of organizational culture, job satisfaction, and patient satisfaction with nursing care. International Journal of Nursing Studies, 39(1), 79-84.

3.8-3.85

Spend time teaching and coaching. 2.4-3.2

Make clear what one can expect to receive when performance goals are achieved.

Show that I am a firm believer in "If it ain't broke, don't fix it."

Go beyond self-interest for the good of the group. 3.9-4.0

Treat others as individuals rather than just a member of a group.

Demonstrate that problems must become chronic before I take action.

Act in ways that build others' respect for me. 3.9-3.8

Concentrate my full attention on dealing with mistakes, complaints and failures.

Consider the moral and ethical consequences of decisions. 3.8-3.5

Keep track of all mistakes. 0.3-0.1

Display a sense of power and confidence. 3.4-3.4

Articulate a sense of power and confidence. 0.7-3.7

Direct my attention toward failures to meet standards. 3.0-3.5

Avoid making decisions. 3.3-0.5

Consider an individual as having different needs, ability, and aspirations from others.

Get others to look at problems…

References

Bass, B.M. (2000). The future of leadership in learning organizations. Journal of Leadership Studies, 7(3), 18.

Neuman, W.L. (2003). Social research methods: Qualitative and quantitative approaches, 5th ed. New York: Allyn & Bacon.

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. etrieved 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 the role of the project manager to not only introduce a team to a project, but hone the group's culture in terms of knowledge, communication, and teamwork in order to maximize the team's effectiveness, which is a method that can be utilized in any working environment.

Heeroma, D., Melissen, F., Stierand, M. 2012. "The problem of addressing culture in workplace strategies. Facilities, 30(7-8): pp. 269-277. Web. etrieved from:

LexisNexis Database. [Accessed on 21 May

2012].

This…

References

Tatum, M. 2012. "What is corporate culture." Wise Geek. Web. Retrieved from:

 http://www.wisegeek.com/what-is-corporate-culture.htm . [Accessed on 21 May

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. This can be seen in the My Starbucks Ideas website which is used to collect feedback and innovative ideas from their customers which helps them achieve new innovations.

Starbucks has a high degree of stability and the company values its stability. The company always makes sure to keep healthy cash reserves for harder economic times. Starbucks as a company is highly aggressive in addressing issues concerning the company.

Conclusion

Starbucks falls in the category of the academy culture. This is…

References

Pham-Gia, K. (2009). Marketing Strategy of 'Starbucks Coffe'. Munchen GRIN Verlag GmbH.

Schein, E.H. (1985). Organizational Culture and Leadership: A Dynamic View. San Francisco, CA: John Wiley & Sons, Incorporated.

These organizations tend to embrace change, but because of a quick flow of persons in and out of the organization, the organizational change plan may not be as thoroughly instated, because employees are impatient to see results and may leave before the benefits of change are realized. A club culture, where the most important requirement for employees in the culture is to fit into the group, when employees start at the bottom and stay with the organization like military and some law firms is likely to be as resistant to change as an academy culture, and may have the added drawback that even higher-ups of the organization lack the confidence in the concept of change to provide effective leadership over the course of a change plan. Finally, a fortress culture where employees have timely, specialized skills like large car companies or volatile financial institutions, are more likely to embrace change…

Works Cited

McNamara, Carter. (1999) "Organizational Culture." Management help. Retrieved Jul 11, 2006 at  http://www.managementhelp.org/org_thry/culture/culture.htm

Employees handle a large amount of private documentation and must uphold the law of confidentiality legally and ethically.

Despite the stress on confidentiality of client information, communication flow is still important to the organization's ability to get work done. / Thus confidentiality in the service of customers, not in the service of secrecy is the organizational mantra. Additionally, communication is not simply fostered in the organizational culture's common professional dress. Because communication skills are so integral to the organization's work, when dealing with other nations over the phone, creating better communication styles in its employees' dealings with one another has become an integral part of the organization's standard operating procedures and mission statement. There are regular updates regarding company policy for employees and weekly staff meetings to foster a healthy and open communication flow between staff and management. No one need ever feel out of the loop. The organizational flow…

e. The staff can be all Chinese at a Chinese restaurant in Chinatown). A diverse workforce brings many benefits, such as innovative thought and the absence of discrimination lawsuits.

In the restaurant business, diversity should ideally reflect the environment. Kitchen staff should be multi-gender if not multi-ethnic. The front of house does not necessarily have to reflect the clientele (particularly with regards to age) but should roughly reflect the demographic of the area. Ensuring diversity is a relatively simple process, as the result of a hiring process whereby applicants of all types are treated equally. Diversity in management is more difficult to achieve, and may require a mentorship program in order to succeed (Cullen, 2007).

Communication is the process by which thoughts, ideas and concepts are conveyed between one or more people. It is often thought that communication is verbal, but the majority of communication is non-verbal, through tone, through…

Works Cited:

Clark, D. (2009). Organizational Behavior. SOS.net. Retrieved April 13, 2010 from  http://www.sos.net/~donclark/leader/leadob.html 

Cullen, L. (2007). Employee diversity training doesn't work. Time Magazine. Retrieved April 13, 2010 from  http://www.time.com/time/magazine/article/0,9171,1615183,00.html

, 2004). It is in large part the culture that makes the firm successful, as it can drastically reduce barriers to teams accomplishing shared complex tasks together and trusting each other (Baird, Hu, eeve, 2011). Google is successful as a result of its exceptional culture that values directness of communication and analytical insight over honoring seniority alone (Stone, 2011).

How does Google protect its culture?

Through a wide variety of processes, systems and frameworks to ensure the values and measures of performance keep employees focused on what matters most in the company. First, Google concentrates on the small company values of agility, cooperation and risk taking to keep the focus on innovation and the creation of valuable new applications and services (Stone, 2011). Second, the culture actively rewards innovation and the opportunity to run an entire product line based on creativity based on the ule of 20% (Taylor, 2009). All…

References

Kevin Baird, Kristal Jia Hu, & Robert Reeve. (2011). The relationships between organizational culture, total quality management practices and operational performance. International Journal of Operations & Production Management, 31(7), 789-814.

Heejun Park, Vincent Ribiere, & William D. Schulte Jr. (2004). Critical attributes of organizational culture that promote knowledge management technology implementation success. Journal of Knowledge Management, 8(3), 106-117.

Stone, B.. (2011, January). Larry Page's Google 3.0. Business Week,1.

Chris Taylor. (2009, May). Democracy Works. FSB: Fortune Small Business: SPECIAL REPORT: Tech Now, 19(4), 40.

These codes of ethics play a very important role in any industry.

In this particular pharmaceutical company, if the art, copy, medical and the quality assurance department will bear in the mind about these codes of ethics,

It should be noted that a company is always pursuing for just one direction, for one common goal, hence everybody must also be working on that common direction. It is important that every employee understand that before each makes his/her own initiatives it is better to know the company first because there are times that some they do not understand fully the main objective of the company thereby making jump in to conclusions sacrificing the ultimate goal of the company.

Like for example in the University of Western Australia (obson 1005), their teaching on organizational management is focused on main key principles: (1) Equity and Justice (2) respect for People and (3) Personal…

Reference:

Robson, Allan. Code of Ethicss & Code of Conduct. Vice-Chancellor, University of Western Australia. September 2005. http://66.102.7.104/search?q=cache:VoFMZJRAOEYJ:www.hr.uwa.edu.au/publications/code_of_ethicss+Personal%2BCode%2Bof%2BEthicss+Human+Resources&hl=en&gl=ph&ct=clnk&cd=2

Organizational Culture

Describe understanding company's values

Organizational culture: XX Fitness

XX Fitness is committed to bringing fitness to serious fitness enthusiasts in a no-gimmick format. XX Fitness is a 'high end' training facility, because of its relatively high price point at $60 per/session, and its commitment to personalized service. It seeks out people willing to make a commitment to fitness, although it does train persons at all levels. Trainers who work for the company have extensive backgrounds in fitness and sport, and all are certified. Many, like myself, have degrees in exercise sciences.

Personal training, by definition, is a very individualistic profession, and one of the great strengths of the company is that the trainers, as well as being highly experienced, are very competitive and determined to succeed. This individualized nature is reflected in XX Fitness' attempt to pair every client with his or her 'perfect' match as a trainer.…

Perhaps the best example of a structural-functionalist theory in action is at Google, where specific types of organizational institutions, such as free lunches and yoga classes, create a common organizational culture and generate a community of freedom, openness, tolerance, and constant mutual exchanges of thoughts and ideas. A negative example of organizational structures, such as the cutthroat competition that encouraged irresponsible lending practices at many investment banking firms, also demonstrates how organizational structures create certain commonly-accepted standards that people tend to obey to promote social harmony.

Conflict theory, however, would emphasize how within organizations there is often intense factionalism between different groups of people. Particularly in modern organizations where historically discriminated-against groups are gaining traction within managerial positions, but still often experience discrimination, the struggle between opposing forces of change and stasis is manifest (Smith & ogers 2000). Conflict may also be seen after two large organizations merge, meshing two…

References

Conflict theory. (2011). About sociology. Retrieved January 9, 2011 at  http://www.aboutsociology.com/sociology/Conflict_theory 

Smith, Aileen & Rogers, Violet (2000, Nov). Ethics-related responses to specific situation vignettes: Evidence of gender-based differences and occupational socialization.

Journal of Business Ethics. 28(1). 73-87

Symbolic interactionism. (2011). Intro Theories. Grinnell College.

Organizational Culture

Use the job characteristics model to explain why female MDs are working fewer hours

The most common job characteristics model used to explain why female doctors work fewer hours than their male colleagues is that female individuals retain the disproportionate burden of child and house care, in contrast to their male professional colleagues in the medical profession. Thus, to maintain some semblance of order in the home, and to greater balance home and family life, female doctors are statistically likely to be working fewer hours, as more and more female doctors enter the medical profession. As the medical profession's women no longer is made up only of die-hard future doctors, determined to sacrifice everything in their personal lives for the sake of work, they are less apt to work as many hours to retain that balance.

Another, related, corollary explanation is that female doctors desire, at the expense…

Organizational Culture

As a whole, the overall scores regarding organizational readiness and overall culture was not terrible. Indeed, only one score was a two and everything else was three or higher. However, there were a lot of three's and only three fours, so the overall scores were middle of the road. However, there are somethings that the organization thrives at including having a lot of nurses that are properly fixated on evidence-based practice (EBP), the creation of evidence for evidence-based practice when evidence does not exist and mentorship between senior nurses and those that are less experienced.

However, there are challenges as well. One problem is that not all of the people involved are committed to EBP principles and that is indeed the weak point when looking at the scores.…

References

Garland-Baird, L. M., & Miller, T. (2015). Factors influencing evidence-based practice for community nurses. British Journal Of Community Nursing, 20(5), 233-242.

doi:10.12968/bjcn.2015.20.5.233

Manns, P. J., Norton, A. V., & Darrah, J. (2015). Knowledge Translation and Implementation Special Series. Cross-Sectional Study to Examine Evidence-

Based Practice Skills and Behaviors of Physical Therapy Graduates: Is There a Knowledge-to-Practice Gap?. Physical Therapy, 95(4), 568-578.

Service Culture

A service philosophy is defined as the values and priorities on which the company places importance when dealing with customers (Meiers, 2009). There are many different approaches to service, so it is important that the company has just one philosophy, that it supports its people in implementing that philosophy, and that the customer expectations it creates are aligned with the service philosophy that the organization has. My last organization saw service as a critical component of competitive advantage. While it did not explicitly state anything called a "service philosophy," the notion that service staff should give extraordinary service to all customers was embedded in the corporate lore. When you go through training, you were told anecdotes about superior customer service, where people in the company went far and beyond out of their way to solve complex customer problems. This became embedded in the way that everybody in the…

References

Kaplan, S. (2013). 6 ways to create a culture of innovation. Fast Company. Retrieved November 16, 2014 from  http://www.fastcodesign.com/1672718/6-ways-to-create-a-culture-of-innovation 

Lee, S. & Yu, K. (2004). Corporate culture and organizational performance. Journal of Managerial Psychology. Vol. 19 (4) 340-359.

Llopis, G. (2011). Why most corporate diversity programs are wrong-headed. Forbes. Retrieved November 16, 2014 from  http://www.forbes.com/sites/glennllopis/2011/02/21/why-most-corporate-diversity-programs-are-wrong-headed/ 

Meiers, N. (2009). What's your service philosophy? Essential Hospitality. Retrieved November 16, 2014 from  http://hospitalityleadership.wordpress.com/2009/06/01/what%E2%80%99s-your-service-philosophy/

Determinations of irregular behavior result in annotation of the examinees' USMLE transcripts. As a result, recipients of these transcripts, such as residency program directors and state licensing authorities, are made aware of these determinations. For some infractions, examinees are also barred from USMLE for a period of time. As emphasized in the posting, a determination of irregular behavior can put your medical career in jeopardy." (ECFMG ebsite, "Irregular Behavior on the Internet," 2004) Thus, although conflicts with two sides of mutal validity are negotiated, conflicts between employees and students regarding the ethical nature of credentials for doctors are not.

Technology

Technology is the lifeblood of this organization. The office intranet connects us with one another. The Internet connects us to medical students across the world. Our faxes, telephones, modems, broadband connects keep us in constant touch with governments across the world. Technology enables us to inform medical students about test…

Works Cited

FAQ. (2005) ECFMG Website. Retrieved 21 Feb 2005 at  http://www.ecfmg.org/2005ib/ibfaq.html#faqhdr 

Irregular Behavior on the Internet." (30 Feb 2004) ECFMG Website. Retrieved 21 Feb  http://www.ecfmg.org/announce.htm#irreg2005at

(Greenwood, 1996, pp. 1022 -- 1054) (Reichers, 1997, pp. 48 -- 59)

The Organization's Culture can be changed

Despite these kinds of claims, there are examples of how an organization's culture can be transformed. The reason why, is because many firms have leaders who are able to inspire and work with staff members to change the operating environment. As, they are addressing those issues that are: most important to employees and they are encouraging them to go the extra mile for the company. Once this takes place, it means that everyone is willing to embrace the new ideas that are being introduced. This is because, they are having their concerns addressed and they believe that they are doing something more than just a job. Over the course of time, these views will lead to a change within the working environment. (Huy, 2011, pp. 601 -- 623)

A good example of…

Bibliography

Greenwood, R. (1996). Understanding Radical Organizational Change. The Academy of Management Review, 21 (4), 1022 -- 1054.

Huy, Q. (2001). Time, Temporal Capability and Planned Change. The Academy of Management Review, 26 (4), 601 -- 623.

Reichers, A. (1997). Understanding and Managing Cynicism. The Academy of Management Executives, 11 (1), 48 -- 59

Robbins, T. (2010). Organizational Behavior. New York, NY: Pearson College.

Introduction

There are many different pathways to success for companies, and as a result successful organizations can have distinctly different cultures. This paper will examine a couple of different companies – Southwest Airlines and Koch Industries, to examine their different cultures, and how those cultural differences have emerged, and support the overall business objectives of those two organizations.

Culture of Southwest Airlines

The Southwest Airlines culture is one of the more celebrated organizational cultures in business. The company is based around \" A warrior spirit, a servant\'s heart and a fun-loving attitude.\" A focus on fun-loving is more to the day-to-day, as the servant emphasis, but the warrior heart showcases that employees at Southwest are expected to rise to the challenges that they face, and overcome obstacles in their service (Makovsky, 2013).

These values are even reflected on the company website. For example, this month the Star of the Month…

The advantages of imposing that culture are that people in the front of the house can identify with customers and help them, but in some corporate positions, intellect and food knowledge do not go hand in hand, and they could hurt the organization if they hold on to that culture too tightly.

In conclusion, one of the primary sources of Wegmans culture is the family themselves, who continue to own, manage, and interact with the company. They have a strong family ethic, and that shows in the way they run their stores and treat their employees, and it adds and enhances their corporate culture.

eferences

Editors. (2009). Meet our people. etrieved 20 March 2009 from the Wegmans.com Web site: http://videos.wegmans.com/multimedia.aspx?assetid=63.

McNamara, C. (2008). Organizational culture. etrieved 20 March 2009 from the ManagementHelp.org Web site: http://managementhelp.org/org_thry/culture/culture.htm.

References

Editors. (2009). Meet our people. Retrieved 20 March 2009 from the Wegmans.com Web site: http://videos.wegmans.com/multimedia.aspx?assetid=63.

McNamara, C. (2008). Organizational culture. Retrieved 20 March 2009 from the ManagementHelp.org Web site:  http://managementhelp.org/org_thry/culture/culture.htm .

Through its disdain of formal organizational hierarchies, Google maximizes innovation. Quality of ideas, rather than job titles or the length of time an individual has spent at the company is what is important.

Not all innovative companies, of course, are large companies. Whole Foods is a relatively small chain of organic grocery stores that tapped into the concerns that people have over the quality of the food supply to create a mid-sized chain of thriving operations. Whole Foods does not try to be 'all things to all people.' However, it has been successful by focusing on a small, once-untapped untapped market niche. Whole Foods has a clear sense of mission, and does not try to pander to immediate customer demand, although it is responsive to different regional tastes. It stays true to its values, but not in an inflexible manner (Vodicka 2011).

emaining true to the founding idea that made…

References

Culture. (2011). Google Corporation: Corporate. Retrieved March 2, 2011 at  http://www.google.com/corporate/culture.html 

Ferris, Tim. (2008, March 21). No schedules no meetings -- enter Best Buy's ROWE.

Retrieved March 2, 2011 at  http://www.fourhourworkweek.com/blog/2008/05/21/no-schedules-no-meetings-enter-best-buys-rowe-part-1/ 

The world's most innovative companies. (2006). Businessweek. Retrieved March 2, 2011 at  http://www.businessweek.com/magazine/content/06_17/b3981401.htm

Corporate Culture

In a contemporary business environment, organizational culture is one of the strategic methods that an organization employs to achieve competitive advantages. Culture is a technique that organizations employ to differentiate among one another. Each organization has its own unique culture that guides the conduct of the employee. Organizational culture consists of the organizational personality and it is the value, norm and behavior of the member of an organization.

The objective of this paper is to explore the concept of organizational culture and how the concept is translated into the organizational acts.

High Performance Culture

In the present competitive environment, each organization is searching for the method to achieve market competitive advantages and differentiate its products and services from the markets. In the contemporary business environment, culture of innovation is a method a high performing organization employs to differentiate itself from other organizations. The success of an organization depends…

References

Apple (2010). Culture of Innovation and Creativity. Apple Inc.

Apple (2011).Apple Reports Fourth Quarter Results. Apple Inc.

Apple (2011).Annual report . Apple Inc.

Rogers, R.W. & Ferketish. B.J. (2010). Creating a Value Driven Change Process through High-Involvement Culture. Development Dimensions International, Inc.

APPLE'S OGANIZATIONAL CULTUE

Organizational Culture in the Workplace

Effects of Apple's organizational culture on organizational development and change

Organizational philosophy, mission, vision, values and structure

Apple's business philosophy is designed around its core values of simplicity, innovativeness, control, participation, dedication, collaboration and excellence. The company strives to provide simple solutions to the needs of consumers. The company also believes that they only exist to provide great products to their customers. Therefore, they strive to participate only in those markets where the company makes a significant contribution. The company believes that by saying no to thousands of projects, they are able to keep their focus on the few projects which are extremely important and meaningful to both the company and its customers. The company believes in creating new partnerships and strengthening their existing ones to allow them to be innovative in ways which other organizations are not able. The company also…

References

Kotter, J. (1992). Corporate Culture and Performance. New York: Free Press.

Rosenthal, J., & Masarech, M.A. (2003). High-Performance Cultures: How Values Can Drive Business Results. Journal of Organizational Excellence, Spring (2003).

Organizational Culture:

An Analysis Based on Morgan's Cultural Metaphor

When one thinks about the word "culture," one tends to think about some far-away, exotic place where people in elaborate costumes perform mysterious rituals. While it is certainly true that people on the other side of the world from wherever one lives certainly have their own culture, it is vital to remember that all people have their lives deeply influenced by culture. We each live in a number of different cultures: The culture of our family, of our neighborhood, of the place where we work, sometimes of a religious and ethnic community. Culture is simply an agreement among the members of a group about how they will behave, what their values are, and how they will communicate with each other. Culture determines how we each interact with each other on a daily basis.

The paper examines the organizational culture of a…

References

Grisham, T. (2006). Metaphor, poetry, storytelling and cross-cultural leadership. Management Decision, 44(4), 486-503.

Harris, J. & Barnes, K.B. (2006). Leadership storytelling. Industrial and commercial training, 38(7), 350-353.

Jensen, D.F.N. (2006). Metaphors as a bridge to understanding educational and social contexts. International Journal of Qualitative Methods, 5(1), Article 4, 1-17.

Leder, G. (2007). The power of metaphors: Use of clever analogies to simplify complex subjects and you might just get clients to take your perspective. On Wall Street 17 (5), 88.

.....multinational organization determines to integrate its leaders. Which of the leaders will experience the greatest challenges to their power, influence, and authority: the Eastern leaders coming into Western offices or the Western leaders coming into Eastern offices? Why?

This question is problematic because it has several underlying assumptions that need to be addressed. First, there is no indication of where the multinational organization is based, which would impact its core organizational culture and vision. Second, the question assumes homogeneity among people considered "Eastern" and "Western." These are value-laden as well as outmoded binaries. Moreover, an Eastern person can be Indian or Chinese, or Korean, or any number of other Asian cultures with completely different attitudes and practices regarding power, influence, authority, and leadership styles.

For example, Indian leaders and American leaders both tend to be "hard drivers," but one is technically "Eastern" and one is "Western," according to this binary…

ver the past decade, 'culture' has become a common term used when thinking about and describing an organization's internal world, a way of differentiating one organization's personality from another. In fact, many researchers contend that an organization's culture socializes people (Stein, 1985) and that leadership styles are an integral part of the culture of an organization. A culture-specific perspective reflects the view that the occurrence and the effectiveness of certain leadership behaviors (as well as constructs) is likely to be unique to a given culture.

In contrast, leaders in the culture-universal position contend that certain leadership constructs are comparable across cultures and that many universal leadership behaviors do exist. nly recently, based on the review by Bass (House, 1998), has the leadership research community begun to realize that universal and culture-specific leadership behaviors and constructs are not mutually exclusive categories, but can rather coexist in a single culture at the…

On the other hand, transactional leaders work with the existing rules, norms and procedures of the organization's culture, and reward followers for positive work, and also work to maintain the existing culture (Bass, 1985). The transactional leaders base their decision-making and actions on existing norms, values, and procedures (Bass, 1985). Transactional leaders, on the other hand, can deter organizational success and leadership effectiveness (Bass, 1985).

Leadership style has received a great deal of attention from human resource development researchers (HRD) in the past years (Woodwall, 2000). Some studies will be focused on building a HRD knowledge base in countries where this is low or inexistent (Kuchinke, 1999), whereas others try to identify the compatibility between different leadership styles and the national cultural characteristics. Ardichvili and Kuchinke (2002) used Hofstede's cultural dimensions and the extensive theory developed by Bass and Avolio to determine the leadership styles that are more likely to be correlated to different cultural characteristics in former USSR countries, Germany and the United States.

The results suggested that leadership development based on national dimensions as described by Hofstede should be considered with caution because countries with similar cultural features and geographical proximity may display different leadership styles. Further

Cultural Analysis of Sony

Defining Organizational Culture:

Organizational culture can be defined in several ways. The definitions that apply to this essay are discussed below. Morgan (1986) defined organizational culture as the development patterns as mirrored by the society's ideology, laws, knowledge system, daily rituals and laws. Schein (1985) says that organizational culture has relations with observed norms, behavioral regularities, policies, philosophies or values, the acceptable behavior and the sense of belonging that an individual has by being part of an organization (p.6,9). An organization's culture is essentially a product of the organization's members. The members are driven to achieve the goals of the organization which in turn has an effect on the organization's life. The data used in this essay has been sourced from secondary electronic and print sources.

The Nature of Sony's Business

Sony is a leading brand in a wide range of electronic products like home entertainment…

References:

Nilay Patel, (2009), 'Sony Posts 1b loss', Engaget. Also available at: http://www.engadget.com/2009/05/14/asus-eee-pc-1008ha-seashell-review-roundup/http%3A%2F2F20092F142F  Retrieved: 13 January, 2015.

Sony Corporation, (2002), Sony and the People, Also available at: http://www.sony.net/SonyInfo/csr_report/issues/report/2002/qfhh7c00000dls35-att/e_2002_04.pdf  Retrieved: 13 January, 2015.

Sony Corporation, (2003), CSR Report, Also available at: http://www.sony.net/SonyInfo/csr_report/issues/report/2003/qfhh7c00000dlrty-att/e_2003_04.pdf  Retrieved: 13 January, 2015.

Richard Gershon and Tsutomu Kanayama, (2002), "The SONY Corporation: A Case Study in Transnational Media Management," The International Journal on Media Management

Leadership and Influence on Organizational Culture

The concept of organizational culture is an inherent part of each organization and any new member who joins the organization will quickly learn how business is transacted and how challenges are handled within the organization, hence come to know the organizational culture that exists therein. It can be said that the organizational culture is a set of assumptions, beliefs and values that are shared within an organization and helps guide an individual to know which behaviors are acceptable or not appropriate within the particular organization.

The assumptions, some of which may not be directly expressed within my organization help direct the daily operations of the employees since there is a regular and permitted way of doing things and procedures that each employee follows and aligns his actions to even without being told daily. There are standards that each employee believes the company operations must…

Reference

New Charter University, (2016). Organizational Structure and Culture. Retrieved January 1, 2016 from https://new.edu/resources/organizational-culture -- 5

Steen E.V., (2010). The Origin of Shared Beliefs (and Corporate Culture). Retrieved January 1, 2016 from  http://www.people.hbs.edu/evandensteen/OnlineDocs/P10_Rand_EVdS_Origins%20Shared%20Beliefs.pdf

Exxon Valdez Discussion

How did organizational culture influence ethical decision making?

he author of this response has chosen the Exxon case study.

here were a couple of organizational culture and training issues involved with the Exxon Valdez disaster. However, the major one cited was that the company was not properly supervising and controlling the behaviors of the people that worked for them. For example, people were not being given the breaks, rest and relaxation that were required by law. Even if they were not required by law, it is quite punitive to not allow people to get frequent breaks and sleep when they are doing something as rigorous as manning a boat. Second, there was apparent issue with the warning systems not being functional on the ship. If the organizational culture at Exxon was about compliance and doing things the "textbook way," it clearly wasn't happening at that time…at least…

That the Exxon Valdez case serves as an example of what can go terribly wrong when procedure is not followed when it comes to safety and so forth. There is often "moral luck" and there are factors beyond the control of the people involved (Stanford, 2015). That was NOT the case in the Exxon Valdez situation because the Captain was drunk by choice, the ship was not properly maintained (the warning system) and procedure was not being followed (Kurtz, 2003; EPA, 2015).

What, if anything, does the case have in common with the 2013 Internal Revenue Service (IRS) scandal over IRS audits of conservative nonprofit agencies?

One major thing it would have in common is lack of institutional control being exerted. Surely, what the 2013 IRS people were allegedly doing was against what they SHOULD have been doing. The only question is

Ethical Issues in EMS

While one might not think so, there are ethical issues galore when it comes to the emergency medical services (EMS) sphere. Indeed, there is a valid question when it comes to the obligations that arise during the job and what must or should be done when those obligations conflict. Given that eventuality, there can and should be an analysis of what to do when such a situation arises and how to properly react and make the right decision. Whatever decision is made, there has to be an ensuring that the needs of the patients as well as the organizations in question are being properly balanced and prioritized. While the aforementioned balancing act can be difficult to pull off, it is something that any proper practitioner in the field must strive to accomplish.

Analysis

Many EMS personnel and managers are prone to rely on spur-of-the-moment judgement and…

References

Becker, T., Gausche-Hill, M., Aswegan, A., Baker, E., Bookman, K., & Bradley, R. et al. (2013). Ethical Challenges in Emergency Medical Services: Controversies and Recommendations. Prehospital and Disaster Medicine, 28(05), 488-497.  http://dx.doi.org/10.1017/s1049023x13008728 

Byrd, G. & Winkelstein, P. (2014). A comparative analysis of moral principles and behavioral norms in eight ethical codes relevant to health sciences librarianship, medical informatics, and the health professions. J Med Libr Assoc, 102(4), 247-256.  http://dx.doi.org/10.3163/1536-5050.102.4.006 

Macklin, R. (2014). Can one do good medical ethics without principles?. J Med Ethics, 41(1), 75-78.  http://dx.doi.org/10.1136/medethics-2014-102354 

Nelson, W., Taylor, E., & Walsh, T. (2014). Building an Ethical Organizational Culture. The Health Care Manager, 33(2), 158-164.  http://dx.doi.org/10.1097/hcm.0000000000000008

Supervisory Training

While the debate over nature versus nurture continues, the fact remains that some people appear to be "natural born" leaders while others must struggle to acquire the skills needed to lead others in an organizational setting. For individuals who are fortunate enough to possess the innate leadership skills needed, first-line supervisory training may be less important than for others who have been thrust into positions of authority. To determine the facts, this paper provides an analysis of the case study, "The Correctional Sergeant's Dilemma," to explain the importance of first-line supervisory training and an assessment concerning the manner in which Sergeant ick handled the situation with his subordinate, Officer Johnson, and his superior, Lieutenant Murray. A discussion concerning how this situation could have been handled differently is followed by a summary of the research and important findings concerning the foregoing issues in the conclusion.

1. How important is…

References

Cadwell, C. M. (2006). First-line supervision. New York: American Management Association.

Uhl, J. (2010, June). Mentoring - Nourishing the organizational culture. The Police Chief, 66.

Warners, R. H. (2010, November). The field training experience - Perspectives of field training officers and trainees. The Police Chief, 59.

Stojkovic et al.: Chapter 9-10

Organizational Culture

IKEA Organizational Culture

Strong and Weak Sides of Organizational Culture

Impact of Internal and External Factors

Leadership and Organizational Culture

IKEA Subculture

Values

Employees and Organizational Structure

IKEA Organizational Culture

Every organization has a unique culture that dictates how things are done -- it defines the organization's social and psychological behavior. Though there is no universally agreed definition, organizational culture essentially refers to the values, beliefs, attitudes, assumptions, principles, habits, and customs shared by members of a given organization (Schein, 2010). These behavioral aspects constitute the distinctiveness of the organization (Jain, 2005). Indeed, organizational culture can be an important source of competitive advantage for an organization as it determines its strategic orientation, personnel management approaches, and other aspects of organizational behavior (Schein, 2010; Mullins & Christy, 2010). One organization that has built a distinctive organizational culture is IKEA, a Swedish multinational firm involved in the designing and marketing…

References

Browaeys, M., & Price, R. (2008). Understanding Cross-cultural Management. Harlow: Prentice Hall.

Clarke, L. (n.d.). Corporate culture of the heart. Retrieved from:  https://inside.6q.io/ikea - corporate-culture-of-the-heart/

Geert-hofstede.com (n.d.). Country comparison. Retrieved from: https://geert- hofstede.com/sweden.html

Grol, P., & Schoch, C. (2010). IKEA: Culture as competitive advantage. CPA, Paris Chamber of Commerce. Retrieved from: http://www.efbl.org/upload/7730963-Strategijski- menadzment-Studija-slucaja-IKEA-2010-12-16.pdf

Human esources

Managing Organisational Culture

The values and behaviors that contribute to the unique social and psychological environment of an organization make up the organizations culture. Organizational culture is the summation total of an organization's past and current suppositions, incidents, viewpoint, and values that hold it together, and is articulated in its self-image, inner workings, connections with the outside world, and future prospects.

In dealing with the management of organisational culture, it is firstly essential to recognize as fully as possible the characteristics of the existing or new target culture to include the myths, symbols, rituals, values and assumptions that strengthen the culture. Organisational culture is not something that can be viewed very easily it is consequently quite hard to replace it. Usually when certain leaders form a company, their values are converted into the actions of the members of that organisation. When other leaders take over, it may not…

References

Background To Business in China. n.d. [ONLINE]. Available at:  http://www.worldbusinessculture.com/Chinese-Business-Style.html  [Accessed 18 August 2012].

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Southwest Airlines Organizational Culture

Analysis of Organizational Culture at Southwest Airlines

Application of the OCP Framework

Developing Organizational Culture at Southwest Airlines

Implementation of Organizational Culture

Organizational Culture as an Important Determinant of Organization's Success

Southwest Airlines is a world renowned air travel company and a low cost leader in airline industry of USA. Formed in 1971 by ollin King and Herb Kelleher, the company is committed to "providing highest level of customer service with pride and caring" to its varied market segments ranging from leisure travellers to freight transportation. The two most important stakeholders for the company are its employees and its customers. Southwest Airlines owns 520 different types of aircrafts and serves 411 cities and 63 million customers at 59 airports in 30 different states within the United States with its nonstop air travel service (Southwest Airlines Inc., 2010).

The major reason for company's 35 years of phenomenal…

References

Aguinis, H. (2009). Performance Management. Upper Sadle River, NJ: Pearson Prentice Hall.

Bailey, J. (February 13, 2008). Southwest. Southwest Way. New York Times, Business.

Box, T.M. (2009). Southwest Airlines 2007. Journal of the International Academy of Case Studies Vol. 15, 21-27.

Erdogan, B. & . (2010). Erdogan, B., & Bauer, T. (2010). Organizational Behavior. Flat World Knowled Organizational Culture . Flat World Knowledge.

Starbucks' organizational culture that contributes to its success in a global economy. Indicate management's role with creating and sustaining the organizational culture.

The first important element of Starbuck's organizational culture that contributes to its success in a global economy is its human resource. Starbucks's success is based on the excellent experience that consumers have when buying their coffee at the location, as well as on related activities (buying additional products, having the coffee at the location, spending time to work and have the coffee at Starbucks etc.). However, fundamental for the maximization of this customer experience is the way the employees relate to the clients, the way they are able to sell the products and service.

As such, Weber (2005), pointed out that the company has invested heavily both in order to maximize employee retention, with competitive wages and benefits, and in the development of the human resource, including through…

Bibliography

1. Weber, Gretchen, (2005). Preserving the Counter Culture. Workforce management, 84(2): 29.

2. Urbancova, Hana, (2013). Competitive Advantage Achievement through

Innovation and Knowledge. Journal of Competitiveness, vol. 5, issue 1, p. 82-96