Organisational values and culture.pdf
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A brief intro on Organisational Values and Culture. An overview which brings the knowledge to higher plane when talking about how an organisation works and the values it embraces.
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2. It states that organizational culture is implicit rather than explicit, exists on multiple levels, and is complex, prescribing the right way to do things.
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1. Culture and leadership are deeply intertwined, with leaders playing a significant role in shaping organizational culture and culture influencing leadership style.
2. Different cultures require different leadership styles to be effective. Leaders can focus on culture by being role models, obtaining feedback, empowering employees, and recognizing good work.
3. In Asian organizations, family orientation can lead to both benefits like loyalty and challenges like nepotism that leaders must balance, such as by addressing favoritism and promoting transparency.
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Minor project Report " A role of culture on HRM"
Organizational culture refers to the shared beliefs, values, and behaviors that characterize an organization. An organization's culture is shaped by its history, leaders, and approaches to challenges. The document discusses how organizational culture influences human resource management (HRM) practices like recruitment, training, and performance management. It also notes that some scholars believe culture drives HRM practices, while others believe HRM practices shape organizational culture. Effective HRM involves understanding and aligning practices with an organization's unique culture.
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Organizational culture refers to shared values and practices among employees. Studies show companies with cultures aligned to business goals outperform competitors. It is important for companies to define their desired culture and move employees toward it. Three levels of culture exist: visible artifacts, underlying beliefs and values, and basic assumptions. Understanding a company's culture is important for leaders, current employees, and those considering joining to avoid conflicts. When employee and leader visions align, employee metrics like satisfaction and commitment are higher. A company's culture is its personality, defining what it stands for to employees. Alignment between culture and business goals matters more than any particular culture.
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The document discusses the organizational culture of a private hospital from the perspective of the chief nurse. It describes the culture as being defined by shared values, psychology, attitudes, beliefs and behaviors of staff, administrators and nursing leaders. The chief nurse's role is to shape, influence and direct tasks and services. The culture developed through stated and unstated values and expectations for member behavior. Nurse leaders are involved in organizational development through programs to enhance staff knowledge, skills and attitudes. Middle managers act as active change agents to create positive impacts. The chief nurse takes responsibility as a culture gatekeeper to exemplify vision and values through accessibility and being a role model.
Organizational culture
The document discusses the organizational culture of a private hospital from the perspective of the chief nurse. It describes the culture as being defined by shared values, psychology, attitudes, beliefs and behaviors of staff, administrators and nursing leaders. The chief nurse's role is to shape, influence and direct tasks and services. The culture is created and maintained through stated and unstated values and expectations for member behavior. Nurse leaders are involved in organizational development by enhancing staff knowledge, skills and attitudes through programs. Middle managers act as active change agents by creating positive change. The chief nurse takes steps to achieve organizational goals by acknowledging culture is the heart of the organization and taking responsibility as a culture gatekeeper.
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Sample essay on organizational leadership
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
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The document discusses how to create a positive workplace culture. It identifies several key characteristics of a positive workplace culture, including good communication, opportunities for growth, collaboration, reward systems, and strong purpose and values. It emphasizes that leadership and management styles that encourage open communication, teamwork, and an inclusive environment are vital for improving employee satisfaction, productivity and retention. Clear goals and transparent reward policies can also motivate employees and create healthy competition.
Organizational culture
Organizational culture refers to the shared values, beliefs, behaviors, norms, and artifacts that connect members of an organization. It develops over time as members participate in the organization. Organizational culture influences how people behave and dress within the organization. It is composed of seven characteristics that define a company's unique culture, from high to low priority. Leaders now have more opportunities to communicate with employees through social media and can no longer hide behind excuses for lack of transparency. Organizational culture helps members make sense of reality and align around shared purposes and actions. Managers may take on disciplinary roles to enforce standards and correct behaviors according to a company's culture and mission. Analyzing organizational culture can provide conclusions about resistance to change,
Culture
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Step to Build the Culture
Culture Types
Organizational Culture
Characteristics of Organizational Culture
How to create Organizational Culture?
Factors shaping organizational culture
Organizational culture is shaped by several key factors, including founders and owners, goals and values, management style, history and traditions. Culture is created and sustained through employee selection, socialization, and top management actions which establish norms. Values represent guiding principles and drive strategic planning by defining what is right and wrong for an organization. A strong organizational culture can enhance performance and satisfaction by providing clarity around problem-solving and channeling desired behaviors.
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“I think as a company, if you can get those two things right — having a clear direction on what you are trying to do and bringing in great people who can execute on the stuff — then you can do pretty well.”
– Mark Zuckerberg, CEO, Facebook
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An organizational culture refers to the shared norms, values and beliefs that are accepted and followed by members of an organization. It can be observed through employee relationships and daily activities. An organizational culture creates unity among employees from different backgrounds and increases loyalty to the organization. It also defines the identity of the organization.
Ethics in organizations and leadership
Ethics concern an individual's moral judgements about right and wrong. Decisions taken within an organisation may be made by individuals or groups, but whoever makes them will be influenced by the culture of the company.
Leadership
This document outlines the table of contents for a paper on organizational culture and leadership. The document covers topics such as the influence of leaders on culture, how culture is created, characteristics of organizational culture, how culture affects leadership, and the importance of trust and leadership in culture. It also compares traditional American and Indian leadership styles and discusses how culture shapes leadership and vice versa.
Cracking The Culture And Mission Statement Code
Workplace culture is the backbone of every company. It defines your organisation and allows you to create an identity that you can communicate to your employees, customers, and the general public.
A rich company culture brings people together by imparting a strong sense of meaning, direction, and passion to everyone involved, and one of the most effective ways to encapsulate that culture is through the organisation’s mission statement.
One of the most critical roles that leaders have is to create a workplace culture that unifies your organisation, empowers employees, and creates a sense of passion and drive within your company.
In this deck, you’ll learn;
The alignment between the mission statement and the actual workplace culture.
The ideal craft of a good mission statement.
How to incorporate the mission statement into workplace culture.
The advantage of having a clear mission statement.
Human Resource Leadership_Evelyn Anastacio _ Susana Catubig.pptx
1. Culture and leadership are deeply intertwined, with leaders playing a significant role in shaping organizational culture and culture influencing leadership style.
2. Different cultures require different leadership styles to be effective. Leaders can focus on culture by being role models, obtaining feedback, empowering employees, and recognizing good work.
3. In Asian organizations, family orientation can lead to both benefits like loyalty and challenges like nepotism that leaders must balance, such as by addressing favoritism and promoting transparency.
ORGANIZATIONAL.pptx
The document discusses organizational culture, defining it as including expectations, philosophy, values, self-image, interactions, and future expectations expressed through behaviors and shared attitudes, beliefs, rules and habits. Culture also includes an organization's vision, values, norms, systems, symbols, language, assumptions and habits. Simply put, organizational culture is "the way things are done around here." The document then profiles different types of organizational cultures like innovative, aggressive, outcome-oriented, stable, people-oriented, team-oriented and detail-oriented cultures. It also lists qualities of a great culture like alignment, appreciation, trust, performance, resilience, teamwork, integrity, innovation and psychological safety. Finally, it provides examples of Google's culture
creating and maintaining organization culuter
This document describes organizational culture and how it is created and maintained. It defines organizational culture as shared values and norms that control member interactions and distinguish an organization. Characteristics like innovation, detail orientation, and aggressiveness shape culture. Strong cultures have intensely held, clearly shared values. Culture is created by founders hiring like-minded people and socializing new employees. It is maintained through selection of cultural fits, actions of top management modeling culture, and onboarding that socializes new employees to the culture. An organization's ethical culture influences member decision-making and is shaped by factors like leadership and policies.
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Human Resource Leadership_Evelyn Anastacio _ Susana Catubig.pptx
Human Resource Leadership_Evelyn Anastacio _ Susana Catubig.pptx
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Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
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This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
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M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
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- 1. Article ORGANIZATIONAL CULTURE AND VALUES By: Hannah Grace.Tupakula, Mounika, Raghu, Surya ABSTRACT: A company's identity and behaviour are built on its organizational culture and ideals. The shared values, customs, and behaviours that influence how staff members interact and make choices within an organization are collectively referred to as the culture. The fundamental beliefs and moral standards that characterize the company's mission are represented by its values. This article shows the overview of the company’s values and culture. Workplace culture and corporate principles play a key role in creating a company’s identity and success. An efficient workforce increases productivity and increases overall job satisfaction. It sets the tone for how staff members will communicate, work together, and approach projects. Businesses with strong values that are coincide with their culture tend to draw people who share their sense of purpose. It is important to share these principles with employees in a transparent and effective manner. To constructively participate, employees must be aware of and committed to these ideals. In turn, this develops motivation and a sense of community. CONCLUSION: To conclude, a strong corporate culture and principles also influence external perceptions, influencing stakeholder trust and client relationships. It's a competitive edge that makes it easier to draw in and keep great talent. To be current and responsive to the times as they change, firms must periodically reevaluate and adapt these cultural features. Ultimately, the foundations of effective and long-lasting organisations are workplace culture and values.