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'."
The shared values, beliefs, and practices that influence organizational behavior and performance.
Definition of Organizational Culture: Understanding what organizational culture is and its importance in shaping the behavior and performance of organizations.
Components of Organizational Culture: Identifying the various components of organizational culture such as values, beliefs, practices, symbols, and artifacts.
Types of Organizational Culture: Examining the different types of organizational culture such as clan, adhocracy, hierarchy, and market culture.
Organizational Climate: Differentiating between the organizational culture and organizational climate, which refers to the emotional and psychological atmosphere within organizations.
Organizational Change: Understanding the role of organizational culture in facilitating or hindering change initiatives, and how to manage change impacts on organizational culture.
Organizational Structure: Exploring the relationship between organizational culture and structure, and how both can influence performance and behavior.
Organizational Identity: Understanding how organizational culture and identity are intertwined, and how they help establish and maintain organizational uniqueness and distinctiveness.
Employee Engagement: Examining the relationship between organizational culture and employee engagement, and how leadership can enhance employee motivation and commitment.
Leadership Styles: Understanding how different leadership styles can shape organizational culture, and how leadership can create and reinforce cultures of excellence.
Organizational Performance: Analyzing the relationship between organizational culture and performance, and how to measure the impact of culture on different dimensions of performance.
Global Organizational Culture: Understanding the importance of culture in global organizations, and how to manage cultural differences in diverse and multicultural teams.
Organizational Behavior: Exploring the relationship between organizational culture and behavior, and how culture can influence individual and group behaviors and attitudes.
Organizational Communication: Examining the role of communication in shaping organizational culture, and how to use effective communication strategies to foster a strong culture.
Organizational Ethics: Understanding the relationship between organizational culture and ethics, and how ethical values and principles can be integrated into the culture.
Organizational Learning: Analyzing the role of organizational culture in promoting learning and innovation, and how to foster a learning culture in organizations.
Clan Culture: This type of culture values collaboration and teamwork. It is more like a family where the employees are highly valued, and there is an emphasis on personal growth.
Adhocracy Culture: This type of culture is flexible and suits entrepreneurial organizations. It values learning, growth, and innovation.
Market Culture: This culture is highly oriented towards measurable results. The primary driver is competition, and it fosters internal competition amongst employees.
Hierarchy Culture: This culture promotes structure and stability. It is highly disciplined in terms of rules and policies.
Entrepreneurial Culture: This type of culture is suited to companies that prioritize risk-taking and innovation. The employees are highly motivated and driven to succeed.
Collaborative Culture: This type of culture values teamwork and collaboration as the primary way of achieving shared goals. It is highly adaptable and open to change.
Formal Culture: Culture that is highly structured, hierarchical and formal, with emphasis on the management of processes and systems, rules and procedures, and procedures.
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."