Which Of The Following Phrases Best Characterizes The Culture Of An Organization

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  3. Wow) You are my savior!
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Reports and Business Studies are examples of this type of writing.

As always, excellent.

Aspects of the essay include astronomy and admission.

On September 10, 2020, an experiment was conducted.

Until now, I had no idea that an advanced writer was capable of completing such a challenging project.

Thank you very much! Type of paper: Term paper on Health Care. Client ID 8017June 16, 2020Client ID 8017 The key points are summarized. Professional execution that is completed on time. You did a fantastic job! Types of business plans include: marketing plans and business plans.

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Download the Digital Marketing Strategy.Discipline: History document. Discipline: international relations Download the role of five major stakeholder groups Memorandum on Legal Research and Analysis Criminal Law is the discipline in question. Interdisciplinary Urban Studies: Industrialization and Urbanization Download The process of hiring and selecting employees. Discipline: English 101 Download Biology (and other Life sciences) is the discipline in question. The following recommendations are made: discipline: sociology Download Download the discipline of Film and Theater Studies.

For the discipline of business studies, the consequences of Russian are as follows: Pub.Discipline: Public Administration: A Critical Analysis of the Discipline Contract Law in its Advanced Form Business studies is a ne.Discipline that may be downloaded.

Download the discipline of international relations.

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What Is Organizational Culture?

Organizational culture may be defined as the underlying ideas, assumptions, values, and methods of interacting that contribute to the distinctive social and psychological environment that exists inside a company or group of companies.

Organizational Culture Definition and Characteristics

Organizational culture encompasses an organization’s expectations, experiences, philosophy, as well as the values that influence member conduct. It manifests itself in members’ self-image, inner workings, interactions with the outside world, and expectations for the organization’s future success. Culture is founded on common attitudes, beliefs, practices, and written and unwritten regulations that have formed over time and are deemed valid by the majority of people in a certain society or region (The Business Dictionary).

Organizational culture may be defined as “the way things are done around here,” to put it another way (DealKennedy, 2000).

Organizational culture, according to this collection of concepts, is a set of common ideas that influence what happens in organizations by defining proper conduct for particular contexts (RavasiSchultz, 2006).

Additionally, corporate culture may have an impact on how strongly employees identify with their company (Schrodt, 2002).

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Business executives have an important role in the development and dissemination of their company’s culture. The link between leadership and culture, on the other hand, is not a one-way street. While leaders are the primary architects of culture, the type of leadership that is conceivable is influenced by the culture that has been developed (Schein, 2010). Leaders must recognize and acknowledge their contribution to the preservation or evolution of an organization’s culture. A deeply ingrained and well-established culture serves as an example of how people should behave, which can aid employees in achieving their objectives.

Organizational culture, leadership, and work happiness are all intertwined in this way, according to this viewpoint.

These distinctions can present themselves in a variety of ways, including, but not limited to, the following:

WORKPLACE CULTURE DIFFERENCES

Individual and market culture are both strongly influenced by how members of a company do business, treat workers, customers, and the broader community, among other things. Person culture is a culture in which horizontal structures are the most relevant, as opposed to vertical structures. Everyone is considered to be more valuable than the organization as a whole, according to the organization. The organization may suffer as a result of conflicting persons and objectives, which makes it difficult to maintain this model (Boundless, 2015).

Adaptive Culture and Adhocracy Culture

The amount to which decision-making flexibility, the development of new ideas, and the expression of one’s individuality are permitted are critical components of adaptive cultures and adhocracy cultures. Adaptive cultures place a high priority on change and are action-oriented, which increases their chances of survival through time (Costanza et al., 2015). Adhocracy cultures are dynamic and entrepreneurial, with a strong emphasis on risk-taking, creativity, and the ability to be the first to accomplish things (ArtsFWD, 2013).

Power Culture, Role Culture, and Hierarchy Culture

Power cultures, role cultures, and hierarchy cultures all have an impact on how power and information are distributed within an organization’s structure and system of communication. Power cultures are characterized by a single leader who makes quick choices and maintains control over the strategy. This sort of culture necessitates a high level of respect for the person in control (Boundless, 2015). Role cultures are those in which functional structures are established, in which employees understand their roles, report to their superiors, and place a high importance on efficiency and correctness above all other considerations (Boundless, 2015).

In that they are highly structured, hierarchical cultures are comparable to role cultures in that they are highly structured. They are concerned with efficiency, stability, and doing things well (ArtsFWD, 2013).

Task Culture and Clan Culture

The degree to which personnel are devoted to the achievement of common goals is a component of task cultures and clan cultures. In a task culture, teams are created with skilled individuals to address specific issues that have been identified. Due to the importance of the tasks and the large number of small teams involved in this sort of culture, a matrix structure is popular (Boundless, 2015). Clan cultures are family-like in nature, with a strong emphasis on mentoring, nurturing, and doing things as a group of people (ArtsFWD, 2013).

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The culture of an organization does not remain static. Throughout their interactions, members of an organization come to have a common understanding of “what right looks like.” They learn what works and what doesn’t and how to apply that knowledge to their own situations. When those ideas and assumptions lead to less-than-successful outcomes, the culture of the business must change in order for the firm to remain relevant in a rapidly evolving world. Achieving a shift in company culture is a difficult endeavor.

Leaders must persuade their staff of the benefits of change and demonstrate via collective experience with new behaviors that the new culture is the most effective way to function in order to achieve success.

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CUMMINGSWORLEY SIX GUIDELINES FOR CULTURE CHANGE

In order for future culture change to take place, this vision must be set forward and followed.

Display top-management commitment.

Culture change must be supported at the highest levels of the business in order for it to be effectively implemented across the rest of the organization.

Model culture change at the highest level.

The behavior of the management team must serve as a model for the sorts of values and behaviors that should be emulated across the organization. Change agents are critical to the success of this cultural change process, and they are also vital communicators of the new values that are being introduced.

Modify the organization to support organizational change.

This involves assessing which present processes, policies, procedures, and norms need to be updated in order to bring the organization into line with the new values and desired culture.

Select and socialize newcomers and terminate deviants.

Employee motivation and commitment to the firm will be encouraged, resulting in a positive corporate culture. All staff should get training to assist them grasp the new procedures, expectations, and systems that have been implemented.

Develop ethical and legal sensitivity.

This phase can help to identify change impediments and resistant personnel, as well as recognize and reward employee improvement, hence promoting continuing change and engagement on the part of the organization.

Our approach to culture change is designed to help organizations yield sustainable performance results.

As an alternative to altering the culture of a whole business, an organization can become more adaptive and agile by enabling certain types of subcultures to arise. The common trait of organizational subcultures is a shared standard or belief that unites the members of the group (BoisnierChatman, 2002). It is possible to categorize subcultures as either augmenting, orthogonal, or counterculture, with each representing a different amount of congruence with the ideals of the prevailing culture (MartinSiehl, 1983).

People who belong to orthogonal subcultures are those who both embrace the ideals of the prevailing culture and have their own set of values that are unique from but complementary to the dominant culture.

While having a deeply rooted organizational culture is typically associated with superior performance, it is possible that these businesses will not be able to adjust in time to secure their long-term survival.

As a result, allowing for the emergence of subcultures may help organizations become more nimble. Meet the members of the gothamCulture team.

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While there is universal agreement that organizational cultures do exist and that they are a significant factor in the formation of organizational behaviour, defining the term precisely is a challenging task to do. In addition to permitting a more thorough study of organizational culture, an absolute definition would improve our knowledge of how it effects other organizational outcomes such as productivity, employee engagement, and commitment, among other things, Unquestionably, there is one thing that can be said about culture: it is continuously being produced and modified, and it is continually being fragmented in order to secure the success of the parent institution.

  1. Cancialosi, C., et al (2017, July 17) What is the definition of organizational culture?
  2. E., and Kennedy, A.
  3. (1982, 2000) Corporate Cultures: The Rites and Rituals of Corporate Life is a book about corporate cultures.
  4. Perseus Books published a book in 2000 titled The Business Dictionary is a great resource.
  5. Introduction to Business and Its Environment in Context: An Introduction to Business and Its Environment D.
  6. Schultz have published a paper in Science (2006).
  7. The Academy of Management Journal, vol.
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3, pp.

P.

Organizational culture and identity are intertwined in a retail sales organization, as evidenced by employee views of culture and identification in a retail sales company.

53, no.

189–202 Organizational Culture and Leadership, edited by Edgar H.

Jossey-Bass Publishers, San Francisco, 2010.

Tsai, Y., and Tsai, Y.

In this study, we looked at the relationship between organizational culture, leadership behavior, and employee satisfaction.

BMC Health Services Research BMC Health Serv Res(11)1, 98.

Management that knows no bounds.

boundless.com was used to obtain this information.

“4 Types of Organizational Culture,” according to the author.

From David P., Nikki Blacksmith, Meredith R.

Severt, and Arwen H.

(2015).

Journal of Business and Psychology, 1-21.

Web.

Cummings and Christopher G.

A.

Chatman, A.

Chatman, J.

The Contribution of Subcultures to the Success of Agile Organizations People management and leadership in fast-paced businesses.

The book will be published in 2002. Siehl, J., and Martin, J. (1983). Organizational culture and counterculture are in a state of uncomfortable coexistence. Organizational Dynamics, vol. 122, no. 2, pp. 52-65.

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Organizational Culture

Organizational culture is a concept that refers to the shared beliefs and aims of a group of people working together. Everyone in a business may work together to build a culture of mutual respect, collaboration, and support if they all share the same beliefs and goals. Companies with a strong, supportive culture are more likely to recruit highly qualified, dedicated employees who are aware of and committed to the company’s goals and objectives.

Learning Outcomes

  • Establishing a company’s culture is essential. Explain how a company’s culture might serve as a competitive advantage to the company. Make a list of the different degrees of culture.

Organizational culture is a word that may be used to any type of organization, from a church to a university, and is defined as follows: When it comes to discussing the culture of a company, the phrase “corporate culture” is frequently used. According to INC Magazine, corporate culture is defined as “the shared values, attitudes, norms, and beliefs that characterize members of a company and determine the essence of the firm.” Corporate culture is anchored in an organization’s aims, tactics, organizational structure, and approaches to workers, consumers, investors, and the broader community, among other things.

  • Corporations, like families (or nations), have cultures of their own.
  • When corporate culture is not actively developed, it is all too common for the culture to become disconnected or even aggressive.
  • For example, whereas Bob is committed to the notion of creating high-quality items, Suzanne is motivated by the desire to sell as much merchandise as possible (even if the quality is only so-so).
  • Because of our understanding of national, regional, and familial cultures, the concept of company culture has emerged, and numerous theories exist regarding what constitutes a good (or bad) corporate culture.
  • Some are more formal, and others are more laid-back.
  • Some people appear to be always having a good time, whilst others appear to be in a constant state of internal strife.
  • Despite the fact that some organizations pay little care to corporate culture, many successful enterprises have cultures that have been actively built or altered through the years.

Corporate cultures are sometimes the consequence of a founder’s personal vision for the company. Alternatively, corporate cultures are typically developed by a collaborative effort that involves not only high management, but also managers and employees as a whole.

What Do Corporate Cultures Look Like?

One of the most effective ways to acquire a sense of what we’re talking about when we talk about corporate culture is to look at some real-world instances. Look at the cultures that exist within a few well-known firms for some inspiration.

IBM

Thomas Watson, the founder of IBM, was one of the most influential figures in the development of corporate culture. Founded on a totally different worldview from the one we live in today, it promoted morality, temperance, and constancy among its adherents. It was expected of men who worked at IBM to dress in a specific manner (dark suits, white shirts) and to conduct themselves in a conservative manner. It was even expressed through corporate songs like as “Ever Onward,” which workers were obliged to perform at events and conventions in order to demonstrate their “IBM Spirit.” In a songbook from 1937, the words of “Ever Onward” provide a wonderful window into the early culture of a corporation that would go on to become one of the truly great emblems of American industry.

  • INFINITELY FORWARD!
  • That is the spirit that has earned us our notoriety!
  • We can’t fail since everyone can see us.
  • Our products are now well-known around the world.
  • We’ve battled our way through – and we’re likely to conquer more fields in the futureFor the I.B.M., who is always moving forward.

Google

Google is an example of a company that has altered the way people work and their outlook on it. Google has earned the reputation as the corporation that provides its loyal employees with an unending array of benefits. Coffee shops, complimentary lunches, lounge breaks, and even the chance to bring your pet to work are just a few of the perks available. Google has offices in more than 100 countries, and the company’s management believes that a happy workforce leads to a more productive workplace.

Here is a list of Google’s basic principles, which serve as the foundation for the company’s corporate culture:

  1. We desire to collaborate with outstanding individuals
  2. Technological innovation is essential to our success. Working at Google is enjoyable. Participate aggressively
  3. After all, you are Google. Don’t take success for granted
  4. Instead, strive for it. Do the right thing and avoid being wicked. Every day, work to earn the loyalty and respect of customers and users
  5. Our capacity to achieve sustainable long-term growth and profitability is critical to our success. Google cares about and supports the communities in which we work and live
  6. We also care about and support the environment.

Apple

When it comes to corporate culture, Google is all about making sure its employees are having a good time, whereas Apple is more concerned with getting things done. Its creator, Steve Jobs, left behind a set of basic principles that make it apparent that competitiveness, focus, and hard work are all important aspects of the company’s culture. These values are as follows:

  1. It is our belief that we are here on the face of the Earth to create excellent items. We believe in the simplicity of things rather than the complexity of things
  2. We think that we must own and control the core technologies that underpin the items we manufacture. We only participate in markets where we have the ability to make a substantial impact. It is our belief that saying no to hundreds of initiatives allows us to devote our whole attention and resources to the handful that are genuinely essential and significant to us. In our groups, we believe in profound cooperation and cross-pollination, which allows us to create in ways that others are unable to
  3. When it comes to every group inside the organization, we don’t accept for anything less than greatness, and we have the self-honesty to confess when we’re wrong and the fortitude to alter our ways.

Contrast the values of Apple with those of Google. Although Apple places a premium on competitiveness, results and perfection, the search giant Google places a premium on values such as having fun, acting responsibly, providing excellent customer service, and interacting with the wider world. Both firms provide digital goods, both have had significant success, and both attract a large number of highly motivated individuals to their respective organizations.

However, because the corporate cultures of Apple and Google are so dissimilar, the companies attract employees with a wide range of personal objectives, work styles, and expectations from one other.

Corporate Culture as a Competitive Advantage

What is it about having a strong, good business culture that is so important? There are three compelling reasons for this:

  • A strong company culture aids in the identification of your corporate values by workers, customers, and the general public. Assume, for example, that your company’s culture places a high emphasis on innovation. That way, your staff will be aware of the fact that they will be encouraged to come up with new ideas, and your consumers will be aware that your products and services are likely to have a creative or distinctive characteristic. High-quality personnel that believe in the same principles as the company are attracted to companies with strong, cohesive cultures and vice versa. Because they are a member of a common culture, after those employees have joined the company, they begin to feel like they “belong.” Those employees who believe that their professions are a good match for their own beliefs are more likely to remain loyal to their employers. After all, they are doing what they like doing for a company that shares their values and aims
  • A strong corporate culture may aid a company in its efforts to establish a strong brand identity. Starbucks, for example, has created a culture and brand that includes a very visible commitment to worldwide fair trade and ethical business practices. Customers who care about fair trade are more likely to purchase from Starbucks and to remain loyal to the company.

Levels of Corporate Culture

The concept of corporate culture developed by E.H. Schein contains artifacts, values, and assumptions. E.H. Schein is a thinker who specializes in the study of business culture. The author of the 1992 book Organizational Culture and Leadership proposes that there are three layers of corporate culture, which he describes as follows: Fundamental assumptions about human conduct are at the heart of any civilization, and they are frequently so deeply embedded in the culture that they are impossible to distinguish.

  1. Standard operating procedures (SOPs), operating guidelines, and public manifestations of the organization’s ideology are common examples of this.
  2. For example, when Home Depot, under the leadership of a new CEO, realized that the firm needed to return to its customer-centric beginnings in 2007, it moved rapidly to create artifacts—buttons and awards—to remind everyone who came first: the consumers themselves.
  3. Great customer evaluations were recognized in meetings, and sales plaques and additional buttons were awarded to associates who received outstanding customer ratings.
  4. Management did not totally forsake the cost discipline established by the company’s prior CEO, but it did significantly ease the constraints.
  5. Even though Lowe’s has been a fierce competitor, profits have rebounded in recent months.
  6. You will, on the other hand, be most successful if you work for a firm that shares your values.

Check Your Understanding

Please respond to the question(s) below to determine your level of understanding of the issues discussed in the preceding section.

If you fail this brief quiz, it will not count toward your overall mark in the class, and you can repeat it an unlimited number of times. This quiz will help you determine if you need to (1) study the previous subject more thoroughly or (2) go on to the next section by checking your comprehension.

12 Ways to Evaluate Your Organization’s Attributes of Culture

How employees characterize their workplace, how they comprehend the business, and how they regard themselves as members of an organization are all determined by the organizational culture of the firm. The characteristics of a company’s workplace culture can influence decisions, behaviors, and, ultimately, overall organizational success.

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What Would Your Employees Say?

Some of the most common favorable replies we receive from employees while conducting employee surveys are as follows:

  • The work environment is enjoyable
  • We are results-oriented
  • Everyone here cares about one another as if we were family members
  • This is an excellent place to learn and grow

As an example of the unfavorable feedback we receive from employees at some firms, consider the following:

  • You are unable to speak up without fear of retaliation
  • I don’t believe I can be trusted to do my job anymore
  • Things have changed around here. We have a more corporate feel about us. The corporation used to make me feel like we were all family
  • But, I don’t understand how my job adds to the larger objectives of the organization.

It is either organic or purposeful and consistent planning and activity that results in the development of organizational culture. Firm culture is a crucial component of the work experience, and it is heavily influenced by the values that the company places on it. The most successful firms are those that are aware of their workplace culture and take deliberate measures to manage and promote it successfully. To study and enhance an organization’s culture, it is necessary to solicit and analyze employee input to determine whether or not the workers are in alignment with the present and/or intended culture.

12 Ways To Evaluate Your Organization’s Attributes of Culture:

  1. Workers’ perceptions of fairness and respect: Do employees believe that they are treated fairly and respectfully regardless of their position, sexual orientation, color, or tenure? Is it possible to ensure that policies are enforced uniformly throughout the organization? Is it true that managers’ leadership styles favor some over others? Trust and Integrity: Do executives demonstrate a commitment to the ideals of the organization? Is there an element of transparency in the communication? Do workers believe they can be trusted to carry out their responsibilities? We encourage change as a competitive advantage, but should we encourage it as a necessary evil? Do we give ourselves enough time to make changes? Is there adequate communication regarding the changes that are taking place? Is it possible for employees to express themselves before changes that would effect them in the workplace are implemented? Results-Orientation:Do we, as an organization, endeavor to accomplish results? Is it possible to hold individuals responsible for their commitments? Were we able to provide rewards that encouraged the appropriate behaviors? Teamwork: Are we able to cooperate effectively across departments and functional areas? Does it appear that there are clear standards for employee conduct and how we go about our jobs? Is there a clear understanding of who is responsible for what in the system? Engaging Our Employees: Do we recognize and appreciate the abilities and efforts of our employees as the most important component in our success? Do we create a work climate that encourages individuals to participate? Responsibility and Accountability: Do we follow through on our promises? Allowing individuals to make errors while encouraging them to take risks is a question we need to answer. Is there a “blame” corporate culture in our organization? Learning Opportunities:Do we place a high priority on providing our staff with growth opportunities? Have every job in the organization defined learning objectives that are clearly communicated to all employees? Do we encourage our staff to take on more responsibilities? Meaning/Purpose:Do our employees respect our purpose and corporate values? Is it vital to them? What role does our company play in making the world a better place? Understand how their professional position contributes to the larger good, and are people able to discover purpose and motivation in their work environments
  2. Communicating:Does our organization’s leadership communicate about what is going on on a regular and consistent basis? Are we being open and honest in our communications? Do we provide an explanation for why modifications are being made? Organizational Decision-Making:Do we delegate adequate decision-making authority to all members of the organization’s workforce? Do I know who I should collaborate with in order to have a decision made? Goals/Strategy: Are we on the same page as the general aims and strategy of the organization? Is the strategy meaningful to the people who work there? Is everyone on the same page about how we intend to achieve our goals?

Some of these characteristics of corporate culture may be compatible with the ideals of your corporation. Shared values are also crucial since they explain how we as a group work to achieve the overall objective of the company. Your culture may be described via the usage of values. For example, “We have a performance-based culture that fosters open and honest debate while also challenging the current quo,” says the company. Furthermore, if a new employee does not believe that the organizational structure of their new workplace is aligned with each core value that they regard to be the most essential, you may need to conduct additional research in order to determine the perfect culture for your firm.

Then you must pick which characteristics of the present culture you wish to maintain and devise a strategy for eliminating those characteristics that are harmful or leading to a poor cultural environment.

Measure again after six months to a year to determine if workers see a difference in their experience and believe the improvements are contributing to the development of a healthy culture.

Make contact with DecisionWise if you want to boost the culture and employee experience of your business even further.

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Definition of CULTURE

Cul·​ture|ˈkəl-chər first and foremost, the beliefs, practices, arts, and so on of a specific civilization or group of people, region, or period a research project on the Greek language and culture youth culture in today’s world Her work demonstrates the impact of popular culture on her. A unique society that has its own beliefs, methods of life, and artistic expressions, for example, is referred to as an ancientculture. It is critical to become familiar with various cultures. an approach of thinking, acting, or functioning that is prevalent in a particular location or organization (such as a business) The corporate/business culture of the organization is geared at increasing revenues.

2:the traditional beliefs, social structures, and material characteristics of a certain race, religion, or social group also: the distinctive characteristics of everyday existence (such as diversions or a style of life) that individuals in a certain location or period share popularculture Southernculture the collection of common attitudes, beliefs, objectives, and activities that distinguishes a certain institution or organization a business culture that is concerned with the bottom line in-depth investigation into the impact of computers on print culture c:the collection of values, norms or social practices connected with a specific field, activity, or societal trait It will take time to transform the materialistic society.

Human knowledge, belief, and action are all linked into a pattern that is dependent on the ability to learn and transfer information to following generations.

the process of developing one’s intellectual and moral faculties, particularly via education 6. expert care and instruction beautyculturecultured;culturingklch- ri,klch- ri,klch- ri,klch- ri,klch- ri

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