Quote: "Edgar Schein, a leading researcher in this field, defined 'organizational culture' as comprising a number of features, including a shared 'pattern of basic assumptions'."
Development of a strong organizational culture that supports the company's vision and mission, along with effective leadership to drive strategic planning initiatives.
Leadership styles: Different approaches to leadership, including directive, participative, laissez-faire, and transformational leadership.
Motivation theories: Theories that explain what motivates people to perform, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's theory of needs.
Decision-making models: Models that provide a framework for making effective decisions, including rational decision-making, behavioral decision-making, and intuitive decision-making.
Communication skills: Effective communication skills, including active listening, questioning, and feedback.
Conflict resolution: Strategies for managing and resolving conflicts in the workplace, including negotiation, compromise, and collaboration.
Change management: The process of managing and implementing change in an organization.
Organizational culture: The shared values, beliefs, and practices that shape an organization's identity and influence behavior.
Strategic planning: The process of setting goals, defining strategies, and allocating resources to achieve those goals.
Team building: Strategies for building high-performing teams, including team development and team training.
Performance management: The process of setting expectations, monitoring performance, and providing feedback to improve performance.
Emotional intelligence: The ability to understand and manage emotions in oneself and others.
Talent management: The process of attracting, developing, and retaining talent in an organization.
Ethical leadership: The principles and values that guide ethical leadership, including integrity, accountability, and transparency.
Diversity and inclusion: Strategies for fostering diversity and inclusion in the workplace.
Organizational structure: The formal and informal structures that shape an organization's operations and decision-making processes.
Autocratic Leadership: This is when leaders have total control and make all decisions without any input from others.
Transformational Leadership: This type of leadership is focused on inspiring and motivating team members to achieve their best and reach their full potential.
Servant Leadership: Leaders with this type of leadership put the needs of their team members first and strive to create a supportive and collaborative environment.
Laissez-Faire Leadership: This type of leadership involves minimal interference from the leader. They allow their team members to make decisions and run the business themselves.
Transactional Leadership: This type of leadership involves providing rewards or punishment based on performance. Rules, regulations and clear requirements regulate relationships with employees.
Bureaucratic Culture: This culture is focused on a set of established procedures, hierarchy, and strict rules and regulations to maintain order and control.
Clan Culture: This culture is focused on building a sense of family within an organization. Leaders emphasize teamwork, collaboration, and shared goals rather than hierarchical structures.
Market Culture: This culture is focused on profit-making and is highly competitive. Leaders in a market culture encourage individual achievement, hard work, and risk-taking to achieve business goals.
Adhocracy Culture: This culture is focused on dynamic and flexible work environments, embracing change/innovations, and risk-taking. Leaders stay supportive and allow for autonomy among employees.
Hierarchy Culture: This culture emphasizes on structured relationships, rules, regulations and formal procedures. Leaders are clearly identified, and employees are expected to follow set policies.
Quote: "Elliott Jaques first introduced the concept of culture in the organizational context in his 1951 book The Changing Culture of a Factory."
Quote: "The study concerned itself with the description, analysis, and development of corporate group behaviors."
Quote: "Ravasi and Schultz (2006) characterize organizational culture as a set of shared assumptions that guide behaviors."
Quote: "The organizational culture influences the way people interact, the context within which knowledge is created, the resistance they will have towards certain changes, and ultimately the way they share (or the way they do not share) knowledge."
Quote: "In addition, organizational culture may affect how much employees identify with an organization."
Quote: "Schein (1992), Deal and Kennedy (2000), and Kotter (1992) advanced the idea that organizations often have very differing cultures as well as subcultures."
Quote: "Flamholtz and Randle (2011) suggest that one can view organizational culture as 'corporate personality'."
Quote: "They define it as consisting of the values, beliefs, and norms which influence the behavior of people as members of an organization."
Quote: "It may also be influenced by factors such as history, type of product, market, technology, strategy, type of employees, management style, and national culture."
Quote: "The organizational culture influences the way people interact, the context within which knowledge is created, the resistance they will have towards certain changes, and ultimately the way they share (or the way they do not share) knowledge."
Quote: "Culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, environment, location, beliefs and habits."
Quote: "Though Gallup finds that just 22% of U.S. employees feel connected to their organization's culture."
No specific quote provided.
Quote: "Ravasi and Schultz (2006) characterize organizational culture as a set of shared assumptions that guide behaviors."
Quote: "The organizational culture influences the way people interact, the context within which knowledge is created, the resistance they will have towards certain changes, and ultimately the way they share (or the way they do not share) knowledge."
Quote: "Schein (1992), Deal and Kennedy (2000), and Kotter (1992) advanced the idea that organizations often have very differing cultures as well as subcultures."
Quote: "In addition, organizational culture may affect how much employees identify with an organization."
Quote: "Culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, environment, location, beliefs and habits."
Quote: "Though Gallup finds that just 22% of U.S. employees feel connected to their organization's culture."