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'."
This recognizes the role of culture in shaping organizational behavior and performance.
Definition of Organizational Culture Theory: Understanding the fundamental principles that govern organizational culture theory.
The Evolution of Organizational Culture Theory: Studying the historical development of organizational culture theory and its applications.
Types of organizational cultures: Identifying and differentiating between different types of organizational cultures, such as clan, adhocracy, hierarchy, and market cultures.
Elements of Organizational Culture: Understanding the elements that make up an organization's culture, including values, beliefs, norms, and symbols.
Cultural dynamics and change: Examining how organizational culture can change over time and factors that may influence change.
Role of Leadership in Organizational Culture: Understanding how leaders shape organizational culture and how leadership behaviors influence organizational culture.
Organizational Enculturation: Understanding the process through which individuals acquire the values, attitudes, and behaviors of an organizational culture.
Culture and Organizational Performance: Evaluating the relationship between organizational culture and performance, including employee motivation, satisfaction, and commitment.
Cross-Cultural Competency: Understanding how different cultural backgrounds may impact organizational culture and working relationships.
Cultural Diversity and Inclusion: Exploring the benefits of cultural diversity and developing inclusive organizational cultures.
Theoretical models of Organizational Culture: Examining the different models and frameworks used to articulate organizational culture and its dynamics.
Organizational Culture Assessment: Learning about methods for assessing organizational culture, including surveys, interviews, and observation.
Organizational Culture Change Management: Studying various change management models, strategies, types, and processes for adapting or transforming an organization's cultural norms and values.
Organizational Communication and Culture: How organizations communicate, and the role of communication in shaping organizational culture.
Organizational Ethics and Culture: Evaluating the implications of values, norms, and standards for ethical decision-making and ethical behavior in organizations.
Organizational Learning and Culture: The impact of organizational culture on learning, knowledge management, and innovation activities.
Organizational Climate and Culture: Exploring the distinction between organizational culture and climate, and how climate may impact organizational performance.
Cultural Intelligence: Understanding the capabilities and skills needed to interact effectively in diverse cultural and organizational settings.
Organizational Culture and Mergers & Acquisitions: How organizational culture may impact the success of mergers and acquisitions in different industries.
The Fables and Myths of Organizational Culture: Examining popular myths and misconceptions about organizational culture and its implications.
Hofstede’s Organizational Culture Theory: This theory suggests that culture differs universally across dimensions such as power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, and long-term vs short-term orientation.
Schein’s Organizational Culture Model: This theory suggests that organizational culture is composed of three levels: artifacts and behaviors, espoused values, and underlying assumptions. The surface level behaviors and artifacts give way to deeper values and assumptions.
Deal & Kennedy’s Cultural Theory: This theory suggests that organizational culture can be described by four dimensions: risk taking, feedback, communication, and reward system.
Edgar Schein’s Three Levels of Culture: This theory suggests that organizational culture is made up of three levels: artifacts, espoused values, and basic underlying assumptions.
The Competing Values Framework: This theory suggests that organizational culture can be categorized into four quadrants defined by two sets of values: internal vs external focus and flexibility vs stability.
The Cultural Web: This theory suggests that organizational culture is comprised of six interconnected elements: symbols, power structures, control systems, rituals and routines, norms and values, and stories.
The Denison Culture Model: This theory suggests that organizational culture can be measured and described by four key dimensions: adaptability, involvement, consistency, and mission.
The Johnson and Scholes Cultural Onion: This theory suggests that organizational culture is made up of layers similar to an onion, with each layer being more abstract and entrenched in organizational assumptions than the last.
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."