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Numerous outcomes have been associated either directly or indirectly with organizational culture. The relationships between organizational culture and various outcomes include organizational performance, employee commitment, and innovation. A healthy and robust organizational culture is thought to offer various benefits, including: [56] [57]
Architecture, furniture, dress code, office jokes, all exemplify organizational artifacts. Artifacts are the visible elements in a culture and they can be recognized by people not part of the culture. Espoused values are the organization's stated values and rules of behavior. It is how the members represent the organization both to themselves ...
Inclusion of minority culture members in informal networks and activities outside of normal working hours. [2] Informal integration also addresses mentoring and other informal developmental relationships in organizations. Informal organization complements the more explicit structures, plans, and processes of the formal organization. [2]
Safety culture is the element of organizational culture which is concerned with the maintenance of safety and compliance with safety standards. It is informed by the organization 's leadership and the beliefs , perceptions and values that employees share in relation to risks within the organization, workplace or community .
Anthropology has become increasingly influential, and led to the idea that one can understand firms as communities, by introducing concepts such as organizational culture, organizational rituals, and symbolic acts. [1] Leadership studies have also become part of Organizational behavior, although a single unifying theory remains elusive.
Organizational communication provides insights and makes sense of the human processes that occur within organizations. [15] This encompasses power struggles, team building, conflict, decision making, compliance, and all other human aspects of an organization. In early years, organizations gave little regard to the psychological needs of employees.
Organizational assimilation is a process in which new members of an organization integrate into the organizational culture. This concept, proposed by Fredric M. Jablin, [ 1 ] consists of two dynamic processes that involve the organizational attempts to socialize the new members, as well as the current organization members. [ 2 ]
Identity regulation by organizations can be seen through efforts to manage organizational culture through communicated values in mission and vision statements. Organizations can also create a vacuum and then a perceived need among employees for goals and values provided by the organization through sense/dream-breaking and dream-building. [44]