TOPIC: (2013) developed what he refers to as

Topic: BusinessComparative Analysis
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Last updated: August 28, 2019

TOPIC: ORGANIZATIONAL CULTURESUBMITTED TO:                                SUBMITTED BY:MISS DILIYA JOSEPH                          MEENU ROSELIN VARGHESEDEPT OF PSYCHOLOGY                         3RD BSC PSYCHOLOGYLABOUR INDIA COLLEGE                     LABOUR INDIA COLLEGESUBMITTED ON:12.01.2018CONTENT                                       IntroductionAccording to Needle (2004), “organizational culture represents the collective values, beliefs and principles organizational members and is a product of such factors as history, product, market, technology strategy, type of employees management style and national culture. Culture includes organizations values, vision, norms, systems, symbols, languages, assumptions, environment location, beliefs and habits.        According to business executive Bernard.L.Rosauer (2013) developed what he refers to as an definition of organizational culture.

“Organizational culture is an emergence- an extremely complex incalculable state that results from the combination of a few simple ingredients.Rosauer defines the three manageable ingredients:Employee(focus on engagement)The work(focus on eliminating waste increasing value)The customer(focus on likelihood of referral)Organizational culture is the personality of an organization. Members of an organization soon come to sense the culture of that organization.It is difficult to express distinctly, but everyone knows it when they sense it.CHACTERISTICS OF AN ORGANIZATIONAL CULTUREINNOVATON AND RISK TAKING: This defines how much a business allows the employees for innovation places where you take a risk the chances of return are higher.ATTENTION AND DETAILS: It defines how much importance a organization allocates precision and details in the workplace. OUTCOME ORIENTATION: It pays more attention to results rather than processes.

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PEOPLE ORIENTATION: It defines how much the management should focus on its people as associates or as work machines.TEAM ORIENTATION: Synergistic teams help giving better results as compared to individual efforts.AGGRESSIVNESS: Every organizations formulate the level of aggressiveness with which their employees work.

STABILITY: Some organizations are mainly focused on making themselves and their operations stable rather than  looking at selective or unsystematic  growth.TYPES OF CULTUREDOMINANT CULTURE AND SUB CULTURE: A dominant culture is marked by a set of core values that shared by them a majority of the organizational members. When we talk about a organizational culture we refers to its dominant culture. The dominant culture gives a macro view of organizations personalitySUBCULTURE: subculture expresses a set of values that shared by the members of division of department. Subculture is typically are a result of problem or experiences that are shared by members of a particular department or unit. The subcultures can form vertically or horizontally.

When one product division of a conglomerate has culture unique from that of other divisions of the organizations, a vertical subculture is formed. It is important to mention that a particular department will include the core values of dominant culture plus values distinct to the members of the particular department or division.STRONG AND WEAK CULTURE: Organizational culture is either “weak or strong”.

Martins and Martins highlight that “in strong culture, the organization’s core values are measured strongly and shared widely”. This implies that once organizational members settle for the shared values, they become a lot committed to them. A strong organizational culture thus refers to organizations in within which the beliefs and values are shared consistent throughout an organization. Strong organizational culture have nice influence on the behavior of members.

In alternative words, “a strong culture is powerful lever for guiding behavior”. “In respect to the top edges of a strong culture, Martins and Martins state that “one specific results of a strong culture ought to be a lower worker turnover”. A weak organizational, on the opposite hand suggests that the alternative of strong culture, in other words organizational worker’s  don’t buy  the shared beliefs, values and norms. As a result elements or totally different departments inside in an organization uphold different beliefs that don’t essentially address the core goals of the organization. Weak cultures have a negative impact on workers of they’re directly joined to inflated turnover. 

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