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• Organizational Culture
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Industrial and organizational psychology - Organizational culture
1 Organizational culture
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Industrial and organizational psychology - Organizational culture
1 There are three levels of organizational culture: artifacts,
shared values, and basic beliefs and assumptions
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Industrial and organizational psychology - Organizational culture
1 In addition to an overall culture, organizations also have subcultures.
Examples of subcultures include corporate culture, departmental culture, local culture, and issue-related culture. While there is no
single "type" of organizational culture, some researchers have developed models to describe
different organizational cultures.https://store.theartofservice.com/the-organizational-culture-toolkit.html
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Industrial and organizational psychology - Organizational culture
1 Organizational culture has been shown to have an impact on
important organizational outcomes such as performance, attraction, recruitment, retention, employee satisfaction, and employee well-
being. Also, organizations with an adaptive culture tend to perform better than organizations with an
unadaptive culture.https://store.theartofservice.com/the-organizational-culture-toolkit.html
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Organization studies - Organizational Culture
1 There are two broad approaches of organizational
culture.
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Organization studies - Organizational Culture
1 Edgar Schein developed a model for understanding organizational culture
and identified three levels of organizational culture:
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Organization studies - Organizational Culture
1 Typologies of organizational culture identified specific organisational culture
and related these cultures to performanceKotter, John and Heskett, James L. (1992) Corporate Culture and
Performance, Free Press; ISBN 0-02-918467-3 or effectivenessDenison,
Daniel R. (1990) Corporate culture and organizational effectiveness, Wiley. of the
organization.
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Organizational culture
1 Organizational culture affects the way people and groups interact with
each other, with clients, and with stakeholders.
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Organizational culture
1 The organizational culture may also have negative and positive
aspects.
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Organizational culture - Usage
1 Organizational culture refers to culture in any type of organization be
it school, university, not-for-profit groups, government agencies or
business entities. In business, terms such as 'corporate culture' and
'company culture' are sometimes used to refer to a similar concept,.
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Organizational culture - As a part of organization
1 When one views organizational culture as a variable, one takes on
the perspective that culture is something possessed by an
organization
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Organizational culture - Types
1 Several methods have been used to classify organizational culture. While
there is no single type of organizational culture and organizational cultures vary
widely from one organization to the next, commonalities do exist and some
researchers have developed models to describe different indicators of
organizational cultures. Some are described below:
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Organizational culture - O'Reilly, Chatman, and Caldwell
1 The model is also suited to measure how organizational culture effects organizational performance, as it measures most efficient persons
suited in an organization and as such organization's can be termed as good
organizational culture.
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Organizational culture - O'Reilly, Chatman, and Caldwell
1 2 This is done through instrument like Organizational Culture Profile
(OCP) to measure employee commitment.
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Organizational culture - O'Reilly, Chatman, and Caldwell
1 Daniel Denison’s model (1990) asserts that organizational culture can be described by four general
dimensions – Mission, Adaptability, Involvement and Consistency. Each
of these general dimensions is further described by the following
three sub-dimensions:
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Organizational culture - Deal and Kennedy
1 Deal and Kennedy (1982) defined organizational culture as the way things get
done around here.
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Organizational culture - Edgar Schein
1 According to Edgar Schein|Schein (1992), culture is the most difficult organizational
attribute to change, outlasting organizational products, services,
founders and leadership and all other physical attributes of the organization.
His organizational model illuminates culture from the standpoint of the
observation|observer, described by three cognitive levels of organizational culture.
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Organizational culture - Edgar Schein
1 Artifacts comprise the physical components of the organization that
relay cultural meaning. Daniel R. Denison|Daniel Denison (1990)
describes artifacts as the tangible aspects of culture shared by
members of an organization. Verbal, behavioral and physical artifacts are
the surface manifestations of organizational culture.
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Organizational culture - Edgar Schein
1 Surveys and casual interviews with organizational members cannot draw
out these attributes—rather much more in-depth means is required to
first identify then understand organizational culture at this level
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Organizational culture - Edgar Schein
1 Merely understanding culture at the deepest level may be insufficient to
institute cultural change because the dynamics of interpersonal relationships (often under
threatening conditions) are added to the dynamics of organizational
culture while attempts are made to institute desired change.
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Organizational culture - Factors and elements
1 Gerry Johnson (1988) described a cultural web, identifying a number of
elements that can be used to describe or influence organizational
culture:
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Organizational culture - Factors and elements
1 External adaptation reflects an evolutionary approach to
organizational culture and suggests that cultures develop and persist
because they help an organization to survive and flourish
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Organizational culture - Factors and elements
1 Organizational culture is shaped by multiple factors, including the following:
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Organizational culture - Communicative Indicators
1 There are many different types of communication that contribute in
creating an organizational culture:Islam, Gazi and Zyphur,
Michael. (2009). Rituals in organizatinios: A review and
expansion of current theory. Group Organization Management. (34),
1140139.
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Organizational culture - Communicative Indicators
1 *Rites and ceremonies combine stories, metaphors, and symbols into one. Several different kinds of rites that affect organizational culture:
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Organizational culture - Schemata
1 Stanley G. Harris (1994) argues that five categories of in-organization
schemata are necessary for organizational culture:
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Organizational culture - Schemata
1 Organizational culture is created when the schematas (schematic
structures) of differing individuals across and within an organization
come to resemble each other (when any one person's schemata come to resemble another person's schemata
because of mutual organizational involvement), primarily done through
organizational communication, as individuals directly or indirectly share
knowledge and meanings.
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Organizational culture - Healthy organizational cultures
1 Organizations should strive for what is considered a healthy
organizational culture in order to increase productivity, growth,
efficiency and reduce counterproductive behavior and
turnover of employees. A variety of characteristics describe a healthy
culture, including:
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Organizational culture - Healthy organizational cultures
1 Additionally, performance oriented cultures have been shown to possess statistically better
financial growth. Such cultures possess high employee involvement, strong internal
communications and an acceptance and encouragement of a healthy level of risk-taking
in order to achieve innovation. Additionally, organizational cultures that explicitly emphasize factors related to the demands placed on them
by industry technology and growth will be better performers in their industries.
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Organizational culture - Charles Handy
1 Charles Handy (1976), popularized Roger Harrison (1972) with linking
organizational structure to organizational culture. The described
four types of culture are:Enrique Ruiz, [http://books.google.bg/books?id=VZ_uPnC6kTIClpg=PP1hl=bgpg=
PP1#v=onepageqf=false Discriminate Or Diversify],
PositivePsyche.Biz Corp, 2009https://store.theartofservice.com/the-organizational-culture-toolkit.html
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Organizational culture - Kim Cameron and Robert Quinn
1 Kim S. Cameron|Kim Cameron and Robert Quinn (1999) made a research on organizational
effectiveness and success. Based on the Competing Values Framework, they developed the Organizational
Culture Assessment Instrument that distinguishes four culture types.
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Organizational culture - Kim Cameron and Robert Quinn
1 Cameron Quinn designated six key aspects that will form organizational culture which can be assessed in the Organizational Culture Assessment Instrument (OCAI) thus producing a
mix of the four archetypes of culture. Each organization or team will have
its unique mix of culture types.
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Organizational culture - Kim Cameron and Robert Quinn
1 By assessing the current organizational culture as well as the
preferred situation, the gap and direction to change can be made visible as a first step to changing
organizational culture.
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Organizational culture - Robert A. Cooke
1 Robert A. Cooke defines culture as the behaviors that members believe
are required to fit in and meet expectations within their
organization. The Organizational Culture Inventory measures twelve behavioral norms that are grouped into three general types of cultures:
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Organizational culture - Entrepreneurial organizational culture
1 An Entrepreneurial Organizational Culture (EOC) is a system of shared
values, beliefs and norms of members of an organization,
including valuing creativity and tolerance of creative people,
believing that innovating and seizing market opportunities are appropriate behaviors to deal with problems of
survival and prosperity, environmental uncertainty, and
competitors' threats, and expecting organizational members to behave
accordingly.
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Organizational culture - Tribal culture
1 David Logan and coauthors have proposed in their book Tribal
Leadership that organizational cultures change in stages, based on
an analysis of human groups and tribal cultures. They identify five
basic stages:
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Organizational culture - Tribal culture
1 This model of organizational culture provides a map and context for
leading an organization through the five stages.
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Organizational culture - Personal and organizational culture
1 Organizational culture is taught to the person as culture is taught by his/her parents thus changing and
modeling his/her personal culture.Cindy Gordon,
[http://www.camagazine.com/archives/print-edition/2008/january-
february/regulars/camagazine5413.aspx Cashing in on
corporate culture], CA magazine, January–February 2008 Indeed
employees and people applying for a job are advised to match their
personality to a company’s culture and fit to
it.[http://www.careerrocketeer.com/2009/07/personality-and-corporate-
culture.html Personality and Corporate Culture: Where’s a Person to Fit?], Career Rocketeer, July 11,
2009 Some researchers even suggested and have made case studies research on personality
changing.Christophe Lejeune, Alain Vas,
[http://www.alba.edu.gr/sites/pros/Papers/PROS-073.pdf Comparing the
processes of identity change: A multiple-case study approach],
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Organizational culture - Impacts
1 Research suggests that numerous outcomes have been associated either directly or indirectly with
organizational culture. A healthy and robust organizational culture
may provide various benefits, including the following:
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Organizational culture - Impacts
1 The sustained superior performance of firms like IBM, Hewlett-Packard, Procter Gamble, and McDonald's
may be, at least partly, a reflection of their organizational cultures.
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Organizational culture - Impacts
1 Denison, Haaland, and Goelzer (2004) found that culture contributes
to the success of the organization, but not all dimensions contribute the same. It was found that the impacts of these dimensions differ by global
regions, which suggests that organizational culture is impacted by national culture. Additionally, Clarke (2006) found that a safety climate is related to an organization’s safety
record.
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Organizational culture - Impacts
1 Organizational culture is reflected in the way people perform tasks, set
objectives, and administer the necessary resources to achieve
objectives. Culture affects the way individuals make decisions, feel, and act in response to the opportunities
and threats affecting the organization.
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Organizational culture - Impacts
1 It has been proposed that organizational culture may impact
the level of employee creativity, the strength of employee motivation,
and the reporting of unethical behavior, but more research is
needed to support these conclusions.
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Organizational culture - Impacts
1 Organizational culture also has an impact on recruitment and retention. Individuals tend to be attracted to and remain engaged in
organizations that they perceive to be compatible. Additionally, high turnover may
be a mediating factor in the relationship between culture and organizational
performance. Deteriorating company performance and an unhealthy work
environment are signs of an overdue cultural assessment.
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Organizational culture - Change
1 When an organization does not possess a healthy culture or requires some kind of organizational culture change, the change process can be
daunting
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Organizational culture - Change
1 There are a number of methodologies specifically dedicated to organizational culture change such
as Peter Senge’s Fifth Discipline. These are also a variety of
psychological approaches that have been developed into a system for
specific outcomes such as the Fifth Discipline’s learning organization or
Directive Communication’s corporate culture evolution. Ideas and
strategies, on the other hand, seem to vary according to particular influences that affect culture.
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Organizational culture - Change
1 Prior to a cultural change initiative, a needs assessment is needed to
identify and understand the current organizational culture. This can be done through employee surveys,
interviews, focus groups, observation, customer surveys where
appropriate, and other internal research, to further identify areas
that require change. The company must then assess and clearly identify
the new, desired culture, and then design a change process.
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Organizational culture - Change
1 Besides institutionalization, deification is another process that
tends to occur in strongly developed organizational cultures
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Organizational culture - Mergers, organizational culture, and cultural leadership
1 One of the biggest obstacles in the way of the merging of two
organizations is organizational culture. Each organization has its
own unique culture and most often, when brought together, these
cultures clash. When mergers fail employees point to issues such as identity, communication problems,
human resources problems, ego clashes, and inter-group conflicts, which all fall under the category of
cultural differences.
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Organizational culture - Corporate subcultures
1 Roger Harrison's four-culture typology, and adapted by Charles
Handy, suggests that unlike organizational culture, corporate
culture can be 'imported'
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Organizational culture - Critical views
1 Parker (2000) has suggested that many of the assumptions of those
putting forward theories of organizational culture are not new
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Organizational culture - Critical views
1 Organizations are the product of organizational culture, we are
unaware of how it shapes behavior and interaction (also recognized
through Scheins (2002) underlying assumptions) and so how can we
categorize it and define what it is?
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Onboarding - Knowledge of organizational culture
1 Overall, knowledge of organizational culture has been linked to increased satisfaction and commitment, as well
as decreased turnover.Klein, H
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Organizational safety - Organizational Culture and Climate
1 More basic, organizational culture has been described as the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with Stakeholder (corporate)|
stakeholders outside the organization.Charles W
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Organisation climate - Organizational culture
1 Organizational culture tends to be shared by all or most members of
some social group; is something that older members usually try to pass on
to younger members; shapes behavior and structures perceptions
of the world. Cultures are often studied and understood at a national
level, such as the United States|American or French people|French
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Edgar Schein - Schein's organizational culture model
1 Schein's model of organizational culture originated in the 1980s.
Schein (2004) identifies three distinct levels in organizational cultures:
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Edgar Schein - Schein's organizational culture model
1 Schein's Model of Organizational Culture.
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Animal culture - Organizational culture
1 Toward a Theory of Organizational Culture and
Effectiveness
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Innovation leadership - Innovative Organizational Culture/Climate
1 Organizational culture and transformational leadership as predictors of business unit
performance
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Innovation leadership - Innovative Organizational Culture/Climate
1 Organizational culture refers to the deep structure, the normative beliefs, and shared
behavioral expectations in an organization. This culture is fairly constant and can have an
influence on the interorganizational relations that occur. Climate refers to the way that
individuals perceive the extent to which the organizational culture impacts them. The two
essentially are interrelated. One proposed model for assessing a creative environment in
organizations includes the following dimensions:
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Organisational theory - Organizational culture
1 Edgar Schein developed a model for understanding organizational culture
and identified three levels of organizational culture:
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