Organizational culture refers to culture in any type of organization including that of schools, universities, not-for-profit groups, government agencies, or business entities.
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Organizational culture refers to culture in any type of organization including that of schools, universities, not-for-profit groups, government agencies, or business entities.
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The term corporate Organizational culture became widely known in the business world in the late 1980s and early 1990s.
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Corporate culture was already used by managers, sociologists, and organizational theorists by the beginning of the 80s.
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The related idea of organizational climate emerged in the 1960s and 70s, and the terms are now somewhat overlapping, as climate is one aspect of culture that focuses primarily on the behaviors encouraged by the organization.
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Driskill and Brenton clarified that Organizational culture could be researched as a shared cognition, systems of shared symbols, and as the expression of unconscious processes.
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Culture as root metaphor sees the organization as its Organizational culture, created through communication and symbols, or competing metaphors.
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Ukrainian researcher Oleksandr Babych in his dissertation formulated the following definition: Corporate Organizational culture is a certain background of activity of the organization, which contributes to the strengthening of the vector of effectiveness depending on the degree of controllability of the conscious values of the organization, which is especially evident in dynamic changes in the structure or type of activity.
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Corporate Organizational culture is used to control, coordinate, and integrate company subsidiaries.
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Organizational culture can be a factor in the survival or failure of an organization – although this is difficult to prove given that the necessary longitudinal analyses are hardly feasible.
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The study examined the management practices at 160 organizations over ten years and found that Organizational culture can enhance performance or prove detrimental to performance.
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Denison, Haaland, and Goelzer found that Organizational culture contributes to the success of the organization, but not all dimensions contribute the same.
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Organizational culture is reflected in the way people perform tasks, set objectives, and administer the necessary resources to achieve objectives.
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Organizational culture can hinder new change efforts, especially where employees know their expectations and the roles that they are supposed to play in the organization.
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When one wants to change an aspect of the Organizational culture of an organization one has to keep in consideration that this is a long-term project.
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Corporate Organizational culture is something that is very hard to change and employees need time to get used to the new way of organizing.
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Corporate Organizational culture is the total sum of the values, customs, traditions, and meanings that make a company unique.
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Corporate Organizational culture is often called "the character of an organization", since it embodies the vision of the company's founders.
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Organizational culture suggested things about cultural differences existing in regions and nations, and the importance of international awareness and multiculturalism for their own cultural introspection.
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The model is suited to measure how organizational culture affects organizational performance, as it measures most efficient persons suited to an organization and as such organizations can be termed as having good organizational culture.
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Daniel Denison's model asserts that organizational culture can be described by four general dimensions – Mission, Adaptability, Involvement and Consistency.
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Deal and Kennedy created a model of Organizational culture that is based on 4 different types of organizations.
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Additionally, these are the elements of Organizational culture which are often taboo to discuss inside the organization.
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Those with sufficient experience to understand this deepest level of organizational culture usually become acclimatized to its attributes over time, thus reinforcing the invisibility of their existence.
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External adaptation reflects an evolutionary approach to organizational culture and suggests that cultures develop and persist because they help an organization to survive and flourish.
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Organizational culture is shaped by multiple factors, including the following:.
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Organizational culture is created when the schematas of differing individuals across and within an organization come to resemble each other, primarily done through organizational communication, as individuals directly or indirectly share knowledge and meanings.
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An Entrepreneurial Organizational Culture is a system of shared values, beliefs and norms of members of an organization, including valuing creativity and tolerance of creative people, believing that innovating and seizing market opportunities are appropriate behaviors to deal with problems of survival and prosperity, environmental uncertainty, and competitors' threats, and expecting organizational members to behave accordingly.
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Flamholtz has proposed that organizational culture is not just an asset in the economic sense; but is an "asset" in the conventional accounting sense.
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In light of this, as defined by Young and Maraist, Organizational culture is the corporation personality that influences people's stances toward "conflict, change, failure, and success".
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Organizational culture uses the metaphor of a plant root to represent culture, saying that it drives organizations rather than vice versa.
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