B. Employees learn about most important aspects of culture through their employers. C. Culture tells employees what the rules, norms, and values are within the organization. D. Culture is shared knowledge, which means that members of the organization understand and have a degree of consensus regarding what the culture is.
C. Culture tells employees what the rules, norms, and values are within the organization. D. Culture is shared knowledge, which means that members of the organization understand and have a degree of consensus regarding what the culture is.
Even though it affects all employee behaviors, thinking, and behavioral patterns, individuals tend to become more aware of their organization’s culture when they have the opportunity to compare it to other organizations. It is related to the second of the three facets that compose the P-O-L-C function of organizing.
Strong organizational cultures can be an organizing as well as a controlling mechanism for organizations. And finally, organizational culture consists of three levels: assumptions that are below the surface, values, and artifacts. Why do companies need culture?
A. Culture is social knowledge among members of the organization.
C. Culture tells employees what the rules, norms, and values are within the organization. D. Culture is shared knowledge, which means that members of the organization understand and have a degree of consensus regarding what the culture is .
low solidarity & sociability, employees are distant and disconnected from one another
D. Culture is shared knowledge, which means that members of the organization understand and have a degree of consensus regarding what the culture is.
D. it is difficult to overestimate their importance because they help show current and potential employees what the organization is all about.
At National Mission, Inc., managers start every week with a two-hour meeting focusing on goals for that week and open communication between team members in their department and ways to achieve the goals. This routine describes which of the following?
These assumptions are taken for granted and reflect beliefs about human nature and reality. At the second level, values exist. Values are shared principles, standards, and goals .
Organizational culture refers to a system of shared assumptions, values, and beliefs that show people what is appropriate and inappropriate behavior (Chatman & Eunyoung, 2003; Kerr & Slocum, 2005). These values have a strong influence on employee behavior as well as organizational performance. In fact, the term organizational culture was made popular in the 1980s when Peters and Waterman’s best-selling book In Search of Excellence made the argument that company success could be attributed to an organizational culture that was decisive, customer-oriented, empowering, and people-oriented. Since then, organizational culture has become the subject of numerous research studies, books, and articles. Organizational culture is still a relatively new concept. In contrast to a topic such as leadership, which has a history spanning several centuries, organizational culture is a young but fast-growing area within management.
Culture, or shared values within the organization, may be related to increased performance. Researchers found a relationship between organizational cultures and company performance, with respect to success indicators such as revenues, sales volume, market share, and stock prices (Kotter & Heskett, 1992; Marcoulides & heck, 1993). At the same time, it is important to have a culture that fits with the demands of the company’s environment. To the extent that shared values are proper for the company in question, company performance may benefit from culture (Arogyaswamy & Byles, 1987). For example, if a company is in the high-tech industry, having a culture that encourages innovativeness and adaptability will support its performance. However, if a company in the same industry has a culture characterized by stability, a high respect for tradition, and a strong preference for upholding rules and procedures, the company may suffer because of its culture. In other words, just as having the “right” culture may be a competitive advantage for an organization, having the “wrong” culture may lead to performance difficulties, may be responsible for organizational failure, and may act as a barrier preventing the company from changing and taking risks.
It is related to the second of the three facets that compose the P-O-L-C function of organizing. The organizing function involves creating and implementing organizational design decisions. The culture of the organization is closely linked to organization al design. For instance, a culture that empowers employees to make decisions could prove extremely resistant to a centralized organizational design, hampering the manager’s ability to enact such a design. However, a culture that supports the organizational structure (and vice versa) can be very powerful.
Cultures can be a source of competitive advantage for organizations. Strong organizational cultures can be an organizing as well as a controlling mechanism for organizations. And finally, organizational culture consists of three levels: assumptions that are below the surface, values, and artifacts.
The organizing function involves creating and implementing organizational design decisions. The culture of the organization is closely linked to organizational design. For instance, a culture that empowers employees to make decisions could prove extremely resistant to a centralized organizational design, hampering the manager’s ability ...
Understanding the organization’s culture may start from observing its artifacts: its physical environment, employee interactions, company policies, reward systems, and other observable characteristics . When you are interviewing for a position, observing the physical environment, how people dress, where they relax, and how they talk to others is definitely a good start to understanding the company’s culture. However, simply looking at these tangible aspects is unlikely to give a full picture of the organization, since an important chunk of what makes up culture exists below one’s degree of awareness. The values and, deeper, the assumptions that shape the organization’s culture can be uncovered by observing how employees interact and the choices they make, as well as by inquiring about their beliefs and perceptions regarding what is right and appropriate behavior.
A. Culture is social knowledge among members of the organization.
C. Culture tells employees what the rules, norms, and values are within the organization. D. Culture is shared knowledge, which means that members of the organization understand and have a degree of consensus regarding what the culture is .
low solidarity & sociability, employees are distant and disconnected from one another
D. Culture is shared knowledge, which means that members of the organization understand and have a degree of consensus regarding what the culture is.
D. it is difficult to overestimate their importance because they help show current and potential employees what the organization is all about.
At National Mission, Inc., managers start every week with a two-hour meeting focusing on goals for that week and open communication between team members in their department and ways to achieve the goals. This routine describes which of the following?