organizational culture

Examples of organizational culture in the following topics:

• Influenced by Overall Culture

  • Organizational culture affects the way people and groups interact with each other and with stakeholders .
  • Organizational culture can have benefits, consequences, and mixtures of both.
  • A healthy and robust organizational culture may provide various benefits:
  • Organizational culture can be problematic, especially when corporations merge.
  • Organizational leaders must also be cultural leaders and help facilitate the change from the two old cultures into the one new culture.

• Defining Diversity

  • A multicultural or diverse organization not only contains many different cultural groups, but it values this diversity.
  • Either model, however, requires an intentional implementation from top leadership for the organizational culture to truly be one of inclusion and acceptance.
  • In a journal article entitled "The Multicultural Organization", Taylor Cox, Jr. talks about three organization types that focus on the development of cultural diversity.
  • The multicultural organization contains many different cultural groups and it highly values this diversity and encourages healthy conflict to avoid groupthink.
  • Differentiate between a Monolithic, a Plural, and a Multicultural organizational structure

• Demand Planning

  • The HR forecaster will also consider environmental factors, such as the pharmaceutical market, technological changes in pharmaceutical production, and demographic changes of employees and customers.The forecaster will consider organizational factors as well, such as the company's corporate mission, operational goals, and pharmaceutical production budgets.
  • Process-based forecasting is not focused on a specific internal organizational event but on the flow or sequencing of several work activities.
  • Ensures that organizational requirements take precedence over issues of resource constraint and scarcity.

• Principles of Organization Design

  • The design of an organization is the manifestation of its cultural philosophy, its go-to-market strategy, and its goals and aspirations.
  • Organization design can be defined as the process of shaping an organization's structure, roles, and responsibilities.
  • In this regard, good organizational design is a prerequisite to effective strategy execution.
  • an impact assessment of the contextual dimensions or externalities surrounding an organization (i.e., macro-economic conditions, geographic location, work culture, organization size, dependence on and implementation of technology)
  • Explain the function of organizational design and how it impacts an organization

• Ethical Issues at an Individual Level

  • A critical function of organizational management is empowering a positive sense of values and ethos at the individual level.
  • Ethical behavior, be it at the organizational, professional or individual level, is a direct representation of the principles and values that govern the individual and the organization they represent.
  • Organizations create an internal culture, which is reflected externally as organizational values.
  • As a result, most organizations generate a statement of organizational values and codes of conduct for all employees to understand and adhere to.
  • Balancing ethics with proper business practices at the individual and organizational level can result in a triple bottom line: economic, social, and environmental value.

• Layers in an Organization: Tall vs Flat Organizations

  • Tall or flat organizational structures have advantages and disadvantages and each type is influenced by both internal and external factors.
  • A tall organization is a more formal bureaucratic or mechanistic organizational structure and management system.
  • In flat organizational structures there are fewer levels of management which fosters the potential for faster growth given the ability to share and respond to new information between the levels of an organization.
  • Organizations that follow this type of structure have wider spans of supervisory control and have more horizontal communication.
  • Various factors, both internal (i.e. management style, culture, etc.) and external (i.e. competition, regulation, etc.) to the organization, influence what type of structure an organization assumes.

• The Team and the Organization

• Managing differences in organizations

  • In today's business environment, an increasing trend towards teamwork, a larger presence of women and ethnic minorities in the workplace, and a greater exposure to international businesses and cultures are constantly challenging employees from a variety of industries in all parts of the world.
  • This posts a greater opportunity for people to learn from cultural and personal differences and create a more productive work environment.
  • Leaders realize that increasing demographic variation does not in itself increase organizational effectiveness.
  • The more openly they are recognized and discussed, the better chance there is for differences to become part of organizational success.
  • Tomas and Ely believe in the notion that "a more diverse workplace will increase organizational effectiveness.

• Activities in the Human Resources Department

  • Human resource departments are responsible for a wide variety of activities across a number of core organizational functions
  • Human resources (HR) professionals conduct a wide variety of tasks within an organizational structure.
  • Ensuring compliance with legal and cultural expectations when it comes to employee compensation
  • Acting as the voice of the organization and/or the voice of the employees during any broader organizational issues pertaining to employee welfare

• MacGregor's Theory X and Theory Y

  • Theory X and Theory Y describe two contrasting models of workforce motivation applied by managers in human resource management, organizational behavior, organizational communication, and organizational development.
  • There are various ways to address these concerns, though, such as building organizational processes to create alignment and through hiring carefully.
  • Most often, experienced managers will find the need to use both at some point, though Theory Y usually leads to preferable outcomes and company culture.