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In 1790 Blake engraved THE MARRIAGE OF HEAVEN AND HELL, a book of paradoxical aphorisms and his principal prose work. If the doors of perception were cleansed everything would appear to man as it is, infinite.High School English essays - m Life, both animal and plant, is impossible without water.
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Organizations as cultures essay

In normal ordinary life, people have moved an extra mile to use an extra cost to gain the right to feel that they can belong, personally identify, fit in elite and even acquire completeness through acquiring certain branded products irrespective of their the nature and quality (Cathy, 2003).
There are many variations on these starting points, and they are outlined in detail in the topic. Communication, Culture, and Conflict. Some of the major variations relate to the division between high- and low-context communications, a classification devised by Edward T.

Cultural awareness leads us to apply the Platinum Rule in place of the Golden Rule. Rather than the maxim "Do unto others as you would have them do unto you the Platinum Rule advises: "Do unto others as they would have you do unto them." Culture and Conflict: Connections Cultures are organizations as cultures essay embedded in every conflict because conflicts arise in human relationships.
There are many variations on these starting points, and they are outlined in detail in the topic. Communication, Culture, and Conflict. Some of the major variations relate to the division between high- and low-context communications, a classification devised by Edward T.

Free organizational culture Essays and Papers

Title Length Color Rating Clothing and the Culture of Fashion - Clothing has always been an important part of society, with evidence from the earliest human civilizations. In history, climate, religion and political factors played a role in the fabrication, styling and even color of the garments that people wore. Culture permeates conflict no matter what - sometimes pushing forth with intensity, other times quietly snaking along, hardly announcing its presence until surprised people nearly stumble on it. Culture is inextricable from conflict, though it does not cause it.

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In normal ordinary life, people have moved an extra mile to use an extra cost to gain the right to feel that they can belong, personally identify, fit in elite and even acquire completeness through acquiring certain branded products irrespective of their the nature and quality (Cathy, 2003). Labeling some of our interactions as conflicts and analyzing them into smaller component parts is a distinctly Western approach that may obscure other aspects of relationships. Culture is always a factor in conflict, whether it plays a central role or influences it subtly and gently.

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Many of the unique pieces we see people wearing today steam from old cultural and ethnic roots. African and Asian influences are two prominent styles that often float in and out of popular culture and fashion as trends and style change. Two things are essential to remember about cultures: they are always changing, and they relate to the symbolic dimension of life. The symbolic dimension is the place where we are constantly making meaning and enacting our identities.

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Occassionally, dance dabbles in fashion, seeping in through sportswear and some flashy television commercials, but its rare to find any more depth in it. Fashion appears to found in dance, but most of this comes in the form of costumes for shows. Each of us belongs to multiple cultures that give us messages about what is normal, appropriate, and expected. When others do not meet our expectations, it is often a cue that our cultural expectations are different.

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However, what is most remarkable about the art of the Renaissance is the constant evolution of techniques and materials, each generation of artists building upon the accomplishments of the last. While technique, style, and materials stayed relatively constant throughout much of the Middle Ages, the. Frank Pastore, a former Major League Baseball pitcher who became one of the nations most popular Christian-radio hosts, died Monday from complications from.

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organisational culture case study


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Case Studies of Technological Change and Organisational Culture

I organizational culture and employee commitment a case study by nadaraj naicker submitted in partial fulfillment of the requirements of master of businessCase. Studies. Login / Register. Case Studies. Leadership Team Development; Organizational Culture Change; Succession Planning;. Organizational Culture Change Client

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Observable Aspect of Organizational Culture

Observable Aspect of Organizational Culture

An organizational culture is the internal environment of an organization including the shared beliefs and values that influence the behavior or organizational members (Schermerhorn, Hunt, & Osborn, 2005). Having a strong culture allows an

organization to operate with their sight on the future that should be supported by well developed and well communicated beliefs and values. A high performance level, emphasized teamwork, and risk taking will also be prevalent in a strong culture. In every organizational culture there are easily recognizable aspects, that when observed, a strong or weak culture can be identified. The aspects that are going to be discussed include how communication flows within an organization, conflict management, and organizational policies.

How Communication Flows
Organizational communication is the distinctive process in which information moves through formal and informal channels. The formal channels that will be discussed are; down ward channels, upward channels, and lateral channels. A downward channel of communication will typically follow the chain of command, from top to bottom, within an organization. This type of channel is normally used to portray influence through the information that is dispersed.

Strategies, objectives, instructions, policies and feedback are some aspects that might be influenced by this type of communication. This form of communication allows lower-level personnel to know what the higher-level of personnel is doing, and they can remain informed on the organizations policies. Upward communication usually informs the higher-level personnel about problems, results, suggestions, questions and the needs of lower-level personnel. This channel keeps the higher-level informed of what the lower-level is doing. Employee surveys are an excellent form of this communication channel. Upward communication can also aide in conflict management. The final channel is the lateral communication channel. This channel allows coordination of problems, the needs and advice, and feedback of departments that work at the same level. This channel makes timely and accurate feedback, product information, and resolution to conflict to be handled at the same level, but between all cooperating departments. This requires people to be willing and capable to communicate across department and functional borders and to listen to one another’s needs (Schermerhorn, Hunt, & Osborn, 2005).

Conflict Management
Conflict exists whenever there is a disagreement over issues of substance, or when the issues involve an emotional underlying. A manager/team leader needs to be comfortable with handling the different kinds of conflict that will arise. Also should be able to recognize situations with the potential for conflict and deal with those situations so that they will benefit the employees involved and the organization as a whole. An organization should make the goal of conflict management resolution. Unresolved prior conflict generally assists in setting the stage for future conflicts over the same issue. Schermerhorn, Hunt, & Osborn (2005) sate that most conflict will develop in stages, it is always best to deal with important conflict so that they are completely resolved. A condition from which conflict will be likely to develop is considered a conflict antecedent. The antecedents become the basis for all emotional and substantive based conflicts. When the antecedents have not been removed or repaired, unresolved conflict can cause sustained emotional discomfort and eventually escalate to dysfunctional emotional conflict between the involved individuals.

Conflict can occur between supervisors and subordinates over resources, goals, deadlines, or performance results. Conflict also occurs between persons or groups that work at the same level, often times over goals, resources, or just interpersonal differences. When faced with conflict, it is important for the manager to handle it in a way that will be the least damaging to the organization as a whole. Some suggestions to indirectly resolve conflict could include reducing the level to interdependency between groups or individuals, focus the attention of conflicting parties to the desirable end result, or refer the conflict to the more senior managers to reconcile. To more directly resolve conflict a manager should take steps necessary to resolve the underlying causes as well. Ideally, a “win-win” situation should occur, but in some conflicts that is not possible. When the underlying issues will remain unaffected, and an unavoidable conflict will arise in the future, a lose-lose situation occurs, generally in the form of avoidance, accommodation or compromise. When one side of the conflict achieves its own desires at the expense of the other side, a win-lose situation is in place. The strategy does not resolve the underlying issues, and will suppress the desires of one of the sides in conflict. To achieve a win-win situation collaboration or problem solving should be used to resolve the conflict. This does require assertiveness, cooperation, and time on both sides. This is because those involved in the conflict take the time to resolve the underlying issues to ensure this conflict will not arise again.

Organizational Policies
An organizations polices are unique to that organization, because it sets in place the standards, and how that specific organization should be run. Policies should discuss how the employees are to conduct themselves, what the organization expects from the employees, how the communication should flow within, and conflict management. The policies of a company can also establish upward, downward, and lateral lines of communication. This is important because employees need to understand all the aspects previously mentioned. It will allow them to operate and conduct business everyday with in their organization.

Conclusion
All organizations have an organizational culture, and within each culture there are aspects that can be observed to identify whether the culture is strong or weak. How communication flows within an organization is pertinent because the communication flows freely, and through the proper channels, conflict management and policies can be easily communicated. Conflict management is put into place to help managers deal with the inevitable fact that conflict will arise. Polices are generally set in place to help the employees understand what is available to them.

References
Schermerhorn, J. Hunt, J. & Osborn, R. (2005). Organizational Behavior. [University of Phoenix Custom e-text]. John Wiley & Sons Inc. Retrieved September 27, 2005, from University of Phoenix, Resource, MGT331—Organizational Behavior Web site: https://mycampus.phoenix.edu/secure/resource/resource.asp

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  • Essay on Humanities Essays

    Essay/Term paper: Corporate culture. the key to understanding work organisations Essay, term paper, research paper: Humanities Essays

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    Corporate Culture. The Key to Understanding Work Organisations

    Organisational or corporate culture is widely held to refer to a system of
    shared meanings held by members that distinguishes the organisation from other
    organisations, that is a set of shared key characteristics or values.

    The culture that an organisation has will play an important part in its success
    in its market sector. Likewise an organisation's continued success will depend
    to a large extent on the ability of the leadership of the organisation to
    perpetuate that culture.

    A large, established organisation in a mature market is likely to have
    objectives of moderate growth and the maintenance of its position within the
    market. McDonald's is an example of such an organisation. You could walk in to
    a McDonald's restaurant in London, Tokyo or Moscow and expect to see staff
    dressed in the same uniform serving the same food from within restaurants that
    look remarkably similar. There are no risks to be taken here and rarely a snap
    decision to be made and certainly not by the staff.

    Contrast this with a small organisation, thirsty for success in an emergent
    market such as Steve Job's Apple Computers in the early eighties. Here was a
    company led by a very strong character who was highly motivated, possessed a
    highly practical imagination and was fanatical about detail. He built up a
    multinational company on the strength of his ability to promote free thinking
    coupled with the attention to detail that is required to produce a world class
    computer within the organisation that he ran.

    It is quite clear that if the cultures of these two organisations were
    transposed there would be internal chaos and the company's would lose their
    positions within their markets. A McDonald's restaurant that started to add
    flair to its menu would soon cut in to the company's tightly controlled profit
    margins whereas a company with tightly enforced rules and regulations could
    never lead the market in innovative technologies.

    It is not by chance that these two organisations have such different cultures.
    They are each the product of a clearly constructed and executed leadership
    policies reinforced by the organisation's founders and subsequently their top
    management. The processes of selection and socialisation are key tools in the
    maintenance of an organisation's culture.

    The selection process is typically employed within organisations not only to
    select individuals who have the technical skills and knowledge to perform their
    roles within the organisation but also to select people who will fit in with,
    and not undermine, the organisation's culture.

    The process of socialisation has as its key objective the moulding of the
    individual, who has already been selected partly for their apparent conformity
    with the organisation's core values, in to a true member of the organisation
    where their values and norms are synchronised with those of their work group

    A work organisation cannot be understood, however, by studying it's culture in
    isolation to the areas of group dynamics, leadership, power and influence. It
    is indeed not possible to understand organisational culture without putting it
    within the context of organisational behaviour as a whole.

    Leadership plays a key role in the establishment of organisational culture. As
    culture is principally the subjective perception of the organisation's and how
    it achieves those aims then leadership must play a central role in setting the
    values that underlie this perception.

    The founders of an organisation hold the responsibility for the establishment of
    an organisation's culture. In an embryonic company this does not necessarily
    have to be done with much thought. In this environment the organisation's
    founders generally have a lot to do with the day to day running of the
    organisation. The founders or their close associates will interview prospective
    employees and the successful candidates will be those who not only have the
    appropriate skills but those who also possess values and behaviours that are
    similar to those of the interviewer.

    As the organisation develops and grows a number of sub-cultures will develop and
    it is now more important that the organisation's values are communicated in an
    effective way. Now the interviewers are further removed from the founders and
    direct exposure to their values and behaviours. Now it is important that the
    founders develop an effective way of communicating their values and behaviours
    so that they are seen as the basis of the dominant culture within the
    organisation.

    Likewise the group dynamics within the organisation will have a direct
    relationship to the organisation's culture. In fact the norms that are
    established within the various groups that make up an organisation form a
    substantial part of the organisation's culture and it is in the establishment of
    these norms that leadership is so important for if dysfunctional norms are
    established within a group, for example a department of an organisation, then
    the effect on the organisation's culture would be potentially very damaging. We
    would see the norms within the department come in to conflict with the
    organisation's culture and if decisive leadership were not taking in tackling
    the dysfunctional norms then the possibility of these norms spreading throughout
    the organisation and overthrowing the organisation's existing culture is posed.

    An organisation's culture may be seen as the commonality between the various
    group norms within the organisation. With effective leadership these norms can
    be centred around those of the organisation's official leadership through the
    effective communication and reinforcement of the leadership's values.

    It can. therefore, be seen that the statement "organisational culture is the
    key to understanding work organisations' cannot be substantiated as an
    organisation cannot be understood by simply looking at one aspect of its
    behaviour in isolation to the broad body of study collectively known as "
    organisational behaviour'.

    Organisational Culture within London Underground

    London Underground was formed out of the railway lines that were built, owned
    and operated by a number of private railway companies that served the centre of
    London. These companies were formed around the turn of the century and were
    finally brought under the unifying umbrella of London Regional Transport in the
    1940's. The private rail companies had developed the most modern technology to
    generate profits and had, on the whole, done this successfully

    London Underground was formed out of the need to have a co-ordinated transport
    plan for the growing capital city in order to move people around without choking
    the streets with traffic.

    It was only with the arrival of a new government in the late 70's that was
    intent on dismantling the nationalised industries that the leadership within
    London Underground was forced to rethink the direction it had been taking over
    the previous decades. London Underground had become a club. An organisation
    where high value was placed on fitting in, on loyalty, and on commitment. This
    club culture placed along side the lack of direction that the organisation was
    plagued with started to foster dysfunctional norms within groups that were
    furthest away from the leadership. As these individuals were promoted due to
    their seniority the organisation started to take on these dysfunctional norms as
    its dominant culture.

    The government had been using its influence throughout the 80's to appoint a new
    leadership to London Underground and in the early 90's this leadership announced
    the "company plan'. In order to obtain the finance from government that the
    organisation required to replace or repair the now crumbling infrastructure the
    organisation was to undergo a full review of its activities that would slash
    staffing levels by almost 25% through a complete review of the company's
    activities. The end result would be an "underground fit for the next century".

    The culture within London Underground had become very strong and a whole range
    of tactics were employed to overturn the old culture. The organisation's
    leadership was replaced not only on the board of directors but wherever
    necessary throughout the organisation with "outsiders' brought in from what has
    now become known as "the real world'; where this was not possible or where there
    were suitable candidates within the company then employees who espoused the
    company's new values were promoted. The unwritten norms that had become the
    basis for the old culture were replaced, after months of long, heated
    discussions with the unions, with formal rules and regulations that were, and
    still are to a great extent, tightly enforced.

    The net result today is an organisation that is at least pulling in the same
    direction as its leadership and where the values and behaviours have now been
    published and are being used to point the way forward.

    �· Openness, Honesty, Trust, Respect
    �· More for Less
    �· Empowerment Within a Framework
    �· Continuous Improvement, Steady State, Innovation Management
    �· Constructive Descent

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    When is comes to organizational culture within Lockheed Martin, the company for which I work, they leave much to be desired. Organizational Culture can be defined as the characteristic traditions, norms, and values that employees share (dessler). I believe Lockheed is finally realizing their mistakes and are currently trying to take drastic measures to improve their organizational structure. This is not only effecting my work but the company s performance as well. Once their new procedures have been implemented, then I believe they will begin to see the improvement in the company that they are looking for.

    Lockheed Martin is stuck in the old school. They have a 70 s style of thinking that has obviously been outdated since the 70 s. They have been following the Unadaptive Corporate Culture as stated in Management Leading People and Organizations in the 21st Century, by Gary Dessler. Lockheed however, is in desperate times right now and they are making drastic changes to improve their culture. I would have to say that they are in a kind of limbo in between Adaptive and Unadaptive Corporate Cultures. They are doing everything in their power to incorporate a more caring atmosphere. They should have been making these changes more quickly a long time ago, but so far it has been a long drawn out process.

    Lockheed may have started too little too late. All the changes they are making, so far, don t seem to be helping the company. With all the recent layoffs, missed flight tests and schedules, employees are at an all time low in morale. People are afraid of losing their jobs and don t seem to be concentrating on their performance. The changes are making them uneasy and unsure of themselves. I don t believe Lockheed is valuing their people or creating useful changes, which are core values for an adaptive culture.

    Lockheed also seems to keep stating that they will be re-organizing upper management by laying off many of these positions along with middle management positions. So far as I can tell, this has not been happening. I ve noticed organizations have been becoming smaller, but I don t see many changes in management and leadership. All they seem to be doing is moving the leaders around to different sectors instead of laying them off. These changes are not being made quickly enough for anyone to notice.

    Unfortunately my work has been suffering lately due to all the uncertainty within the company. I have been trying not to let it affect my work or me, but sometimes it is unavoidable. When I don t get the recognition I believe I deserve it is difficult to perform at a heightened level. I am a person that enjoys giving 100%, but when I am not appreciated for my efforts, it has a tendency to bring me down.

    Once Lockheed Martin has finished with all the changes, they will once again become the dominant business they once were. By becoming a more adaptive culture, which I believe Lockheed is trying to do, they will see an improvement in the company. Once they start caring about their customers and employees they will see a more productive atmosphere.

    Dessler, Gary. Management Leading People and Organizations in the 21st Century. Upper Saddle River, NJ: Prentice Hall, 1998.

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    Organization culture of Harley Davidson Paper by

    organization culture of Harley Davidson

    Organization Culture of Harley Davidson

    Harley Davidson has a strong organizational culture. The organization transformed its business strategy and aligned its organization strategy to meet the challenges it faced from low cost and fuel efficient Japanese competitors in the late 1970 's

    However. the introduction of an online biker community could require certain changes in the organization culture. These changes discussed below will not be radical in nature and would only further strengthen the culture that exists at Harley Davidson and the contribution the culture makes to make the brand a

    Aspirers and owners perceive Harley Davidson to possess a brand persona that liberates. excites and gives them a sense of identity while still being part of a large family. To strengthen this positioning the organization should continue to focus on its endeavor to make it a gender neutral organization and continue to provide women a succession path in the organizational hierarchy

    The organization needs to work a bit harder in achieving an ethnically diverse mix of employees. This is as necessary as the focus on diverse mix of employees coupled with the current organizational encouragement towards ideation would help make the online community a success. The diverse mix of employees will bring together the behavioral understanding required to motivate people to join the community and ensure sustained participation in the community. As even though the initial membership can be offered free with the purchase of an Harley Davidson. subsequent years would require the community member to be motivated enough to go for a paid subscription

    The organizations current emphasis on learning should incorporate sharing of `learning 's ' that employees have across diverse geographical markets and with a diverse demographic customer base. This would help foster a greater understanding of the needs and wants of an online community and package offerings that would help subscribers gain the maximum

    There are a lot of cross functional teams and specialized teams within the organization. This could be a challenge as well as an opportunity The organizational culture should imbibe a sense of participation amongst various teams to promote the online community. All teams involved including the sales function. brand promotion. technical teams and others need to feel that the selling the online concept is part of the overall organizational strategy. Also all teams /roles have to ensure that operational and strategic support is provided towards this goal

    However the entire premise of the online community is the values that the brand seemingly upholds. The organization culture should be continuously strengthened around the ethos of freedom of expression and being part of a larger community to make the online endeavor a success .References

    Harley-Davidson Motor Company (n .d. Harley-Davidson History Retrieved April 09. 2007. from http /www .harley-davidson .com /company /history /history .asp PAGE

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    Organizational Culture Essay

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    Organizational Culture
    Organizational culture is something that is very important to consider when you are looking for an employment opportunity. Organizational culture can drastically effect how much you like your job and.

    Organizational culture is something that is very important to consider when you are looking for an employment opportunity. Organizational culture can drastically effect how much you like your job and how long you will stay with your job. I have worked in the Campus Visits department at the Office of Admissions for a little over a year now and have a good understanding of the organizational culture that we have. The organizational culture of this job suits my needs, wants,

    Organizational Culture
    Organizational culture can be defined as a system of shared beliefs and values that develops within an organization and guides the behavior of its members. It includes routine behaviors.

    and expectations very well.

    Sociability within our office is very high. Approximately 50 students are employed in the office and most students know most or all of the other students working there. Many of the students in my department get together on the weekends to do various social events. Sociability is not limited to the student workers. Every Friday a department is responsible for bringing in snacks and drinks to our break room where everyone in the office is welcome

    Organizational Culture
    Organizational culture can be defined as a system of shared beliefs and values that develops within an organization and guides the behavior of its members. It includes routine behaviors.

    to go back to the room and enjoy them, while socializing of course. It is not uncommon for both student workers and full time staff to sit and talk about non-work related subjects for up to hours at a time when things are slow and there�s no work to be done.

    The power distribution and job autonomy of the office is clear-cut with many different levels. The student workers, of course, are at the bottom power level. Every department has

    Organizational Culture
    "Organizational Culture" "…Japanese culture is very different from ours. For one thing, it consists almost entirely of Japanese people." (Barry, 43) Perhaps that seems an obvious statement, but how true.

    one or two students who are �undergraduate assistants� and have authority over the other students in that department. There is a single �director of admissions� who is in charge of the whole office. The power level directly beneath the director of admissions is the assistant director of admissions. There are a total of eight assistant directors of admissions, one for each department. The departments include the following: New Student Enrollment, Campus Visits, Processing, Honors Recruitment, Eastern Recruitment, Western/Central Recruitment, National

    What is the nature and substance of organisational culture? To what extent can it be changed?
    Culture, "the acquired knowledge that people use to interpret experience and generate social behaviour" (Spradley, 1979, p. 5), provides people with a way of seeing the world. It categorizes, encodes.

    Recruitment, and Minority Recruitment. In our department, the assistant director also has her own assistant, who ranks directly above myself and the other undergraduate assistant, Todd. Todd and I have fifteen students that we are responsible for delegating responsibility to.

    As a mentioned earlier, there are titles and certain responsibilities given to employees,

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