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, behaviors, and attitudes that characterize an organization, and the extent to which they are supportive and productive.
Organizational culture: It refers to the shared values, beliefs, attitudes, behaviors, customs, and practices that define the way an organization functions and interacts with its internal and external stakeholders.
Organizational climate: It refers to the overall perception employees have of their work environment, including their job satisfaction, motivation, communication, leadership, and decision-making.
Leadership styles: It refers to the different approaches leaders use to influence and direct their team members, such as autocratic, democratic, and laissez-faire leadership.
Communication: It refers to the methods, channels, and processes of transmitting and receiving information within and outside the organization, including verbal and nonverbal communication, feedback, and listening skills.
Organizational structure: It refers to the design and arrangement of the formal and informal relationships, roles, and responsibilities among the different departments, divisions, teams, and individuals within an organization.
Diversity and inclusion: It refers to the ways in which organizations manage and leverage differences among their workforce, such as age, culture, gender, race, religion, and sexual orientation, to foster innovation and creativity.
Change management: It refers to the strategies and techniques used to plan, implement, and monitor changes in the organization's culture, structure, processes, and systems, while minimizing resistance and maximizing acceptance.
Employee engagement: It refers to the level of emotional and intellectual commitment employees have towards their work, team, and organizational goals, as well as the drivers and outcomes of engagement.
Work-life balance: It refers to the extent to which employees can effectively balance their personal and professional responsibilities, interests, and needs, and the implications for their well-being and performance.
Organizational learning: It refers to the continuous process of acquiring, sharing, and applying knowledge, skills, and experience within and between individuals and teams in the organization, in order to improve performance and adapt to changes.
Autocratic Culture: A culture in which the leader has absolute control, making all decisions and expecting strict obedience from subordinates.
Collaborative Culture: A culture in which teamwork and cooperation are highly valued, and all members work together towards a common goal.
Customer-Oriented Culture: A culture in which the needs of the customer are the top priority, and everything is done to ensure their satisfaction.
Innovative Culture: A culture in which creativity and innovation are encouraged and rewarded, and new ideas are constantly sought out and implemented.
Hierarchy Culture: A culture in which organizational structure and status are highly valued, and decision-making is centralized at the top.
Market-Oriented Culture: A culture in which the focus is on competition and achieving market share, with a strong emphasis on results and performance.
Clan Culture: A culture in which employees feel like part of a family, and the organization operates more like a community than a company.
Learning Culture: A culture in which employees are encouraged to continuously learn and develop new skills, with a focus on personal and professional growth.
Ethical Culture: A culture in which ethical behavior, honesty, and integrity are highly valued, and the organization operates with a strong moral compass.
Results-Oriented Culture: A culture in which achieving goals and objectives is the top priority, and measurable outcomes are highly valued.
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."