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organizational culture
466 documents for organizational culture
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This study uses the Organizational Culture Profile of O'Reilly et al. (1991), as adapted by Windsor and Ashkanasy (1996), to describe the culture of Australian organizations, as perceived by financial controllers. The study also examines the relation between organizational culture and strategy, and whether culture varies between service and manufacturing industries. Our results generally corroborate Sarros et al. (2002), with outcome orientation and respect for people perceived as the most prominent characteristics of Australian organizations' culture, and innovation the least prominent. The consistency of results using a different managerial sample and a different measure of culture to Sarros et al. (2002) suggests robustness of the descriptions of Australian organizations' culture. Ou...
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... analyzed or optimized from an organizational perspective. If academic faculties and schools (e.... how their current organizational culture developed. To do this, universities and colleges n...
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In the financial increasingly fierce competitive environment and against the background of financial crisis, the risk with higher levels of insurance enterprises should construct an effective management system to continuously improve their risk management capabilities. Enterprise risk management (ERM) can be used in institutions throughout the business units at various levels in various types of risk management overall. Therefore ERM study actively involved in the insurance industry for global financial stability and healthy development is of great practical significance and theoretical value. This article first introduction of the insurance risk faced by enterprises, and to the introduction of a enterprise risk management. Next, by constructing an enterprise risk management system step...
... first is to build risk management organizational structure, it is to implement a enterprise risk ma...In particular, culture and communication training. Culture of this factor...
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Looking to an external recruit to be the corporate "saviour" is often not successful. While a successful external candidate may not fully understand the company's strategic direction or long-term goals, one of the bigger challenges they face is integrating themselves into the organization. And it's at this task that both organizations and new leaders struggle. On the other hand, Rakesh Khurana, an assistant professor of organizational behaviour at Harvard Business School, suggests that corporate boards often idealize their external candidates resulting in the neglect and/or discounting of the internal candidates who are right under their own noses. In his view, corporate boards are not placing enough value on their internal candidate's experience, knowledge or relationships or on the v...
... when there needs to be a change of culture or a change of direction. Research shows that in m...
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I frankly remember feeling frustration like this myself, especially when a former employer grossly overstated the company's readiness for change. But in all honesty, I am not certain that employers outrightly and deliberately lie, but rather they may be so engrossed in their own organizational culture that they see the world through rose-coloured glasses. Therefore, before you accept a job, you need to do more homework. Check out the company with the Better Business Bureau and the Chamber of Commerce. If you are in a specialist occupation, it is easy to inquire through your professional network. Call for advice from colleagues, clients and customers. Finally, if you are really concerned, have your lawyer check for any publicly reported legal issues the corporation has experienced. Yo...
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..., nor the marked differences in organizational culture, precluded the effective use of the counci...
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There are many bully bosses who are not outwardly aggressive but are bullies just the same. They engage in insidious, quiet and emotionally abusive attacks on their targets. They target a good performer, begin finding fault with everything they do and increasingly report false allegations to more senior authorities. They change the rules from one day to another, putting the employee in a no-win situation. They begin writing up disciplinary notes on anything and everything they can imagine. They make increasingly impossible demands such as requiring employees to work overtime when it wasn't truly necessary. They change work schedules, threaten to reduce worker hours unless they bend to the wishes of the boss, or they send employees on an external errand that is nothing more than a wild g...
... be more alert to the potential organizational culture changes that can occur when everyone is un...
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Rewards systems are one of the most significant issues of the human resource management. Throughout the literature, it is obvious that theorists and academics, as well as practitioners and managers emphasize the important factor of rewards. Additionally, job satisfaction is another crucial term within the same body of literature. Job satisfaction is likely to provide employees of all levels with feelings of fulfillment, achievement and even pleasure for their job. Thus, such feelings can make people more productive, creative and therefore more profitable for the organization. Furthermore, feelings of job satisfaction can strengthen the commitment and loyalty of employees with the organization, which is very necessary in present times where all firms are looking for competitive advantage...
... of appropriate organizational cultures, underpinning core values and increasing the motiv...
