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 values, beliefs, attitudes, and behaviors that characterize an organization and influence its functioning.
Definition of Organizational Culture: The shared beliefs, values, and practices that shape an organization's behavior and how employees interact with one another and with external stakeholders.
Importance of Organizational Culture: Understanding why a strong and positive culture is crucial for organizational success, employee satisfaction, and retention.
Types of Organizational Culture: Different classifications and models of organizational culture, such as clan, market, adhocracy, and hierarchy.
Cultural Dimensions: Examining the various parameters used to identify and measure cultural differences, such as Hofstede's cultural dimensions or Trompenaars' cultural dimensions.
Organizational Socialization: The process through which new hires and employees learn about the organization's culture and values and how to fit in and adapt.
Cultural Change and Transformation: Strategies for improving or changing the current culture to align with the organization's goals and values.
Leadership and Culture: The impact of leadership styles on organizational culture and how leaders can shape and reinforce the culture.
Diversity and Inclusion: The role of culture in shaping attitudes and behaviors towards diversity and inclusion, and how to foster a culture of equity and inclusivity.
Ethics and Compliance: The influence of culture on ethical behavior and compliance with laws and regulations, and the importance of a culture of integrity.
Communication and Culture: The significance of effective communication in propagating and reinforcing an organization's culture.
Artifacts and Symbols: The visible components of culture such as language, symbols, rituals, and physical environment, and their role in shaping organizational identity.
Organizational Stories: The narratives that convey the history, values, and identity of the organization and how they shape the culture.
Power and Culture: The impact of power structures and politics on organizational culture, and the role of power in perpetuating or changing culture.
Culture Assessment: The methods and tools used to measure and evaluate organizational culture, such as surveys, focus groups, and interviews.
Globalization and Culture: How global factors such as internationalization, mergers, and acquisitions, impact corporate culture and what companies need to do to adapt.
Clan Culture: This type of culture is people-oriented and values collaboration, teamwork, and harmony. It is like a family where potential conflicts are avoided, and the company focuses on employee satisfaction and personal growth.
Hierarchy Culture: This culture is rule-oriented and values formal structure and procedures. It focuses on systems and processes and is often reminiscent of a traditional bureaucratic organization.
Market Culture: This culture is results-oriented and values competition, achievement, and hard work. It focuses on goal-setting and profitability, encouraging its employees to strive for individual success and measurable outcomes.
Adhocracy Culture: This culture is innovation-oriented and values creativity, flexibility, and risk-taking. It prioritises disruption and experimentation over stability and consistency.
network Culture: This type of culture is collaboration-oriented and values building external relationships and partnerships. It focuses on engaging external stakeholders and working in a collaborative ecosystem to achieve mutual benefit.
Collaborate Culture: This culture is participation-oriented and values consensus, cooperation, and team-building. It prioritises shared decision-making and team involvement in decision-making, creating buy-in and ownership over group outcomes.
Autocratic/Paternalistic Culture: This culture is individual-oriented and focused on the needs of leadership. It functions as a more traditional company with a strong hierarchy of authority, duties and responsibilities.
Learning Culture: This culture is growth-oriented and values learning, development, and continuous improvement. It prioritizes training, coaching, and development of all employees and supports continuous improvement of processes and the organization itself.
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."