Rhonda's Culture Analysis

Organizational culture is the “values and beliefs that people have about an organization and provides expectations to people about the appropriate way to behave” (Kinicki, 2013, slide 3). Corporates can change Changing organizational culture can be a process using one or more of the eleven strategies, (1) formal statements, (2) slogans & sayings, (3) stories, legend, & myths, (4) leader reactions crises, (5) role modeling, training, & coaching, (6) physical design, (7) rewards, titles, promotions, & bonuses, (8) organizational goals & performance criteria, (9) measurable & controllable activities, (10) organizational structure, and (11) organizational systems & procedures (Kinicki & Williams, 2013, p. 236-137). Like stated before organizations

According to The Journal for Quality and Participation, "a company's culture is embedded in its DNA." With that being said, establishing a productive organizational culture is a crucial component to the success of the company, even before they are in business. In a nutshell, "organizational culture is a system of shared assumptions....which governs how people how people behave in a culture." When employees of a company are aware of what is expected and accepted, they are more likely to perform their jobs according to those set standards. Whether it be how they dress, speak, or respond to diversity, each area in an organization is highly affected by the culture. Due to the fact that organizational culture is what ultimately

Culture is a big part in today’s society. Everyone is worried about the culture, as they follow it to avoid being judged by others. In the memoir, tuesdays with Morrie, by Mitch Albom, culture plays an important part in the story. The way Peter, Mitch’s brother, and Morrie, Mitch’s college professor, act when faced with disease or even death in Morrie’s case. Culture looks down on how Morrie reacts to his “life sentence”, as Morrie should not be happy, excited, and so open with everything. On the other hand, Peter is more culturally accepted, but not fully accepted, as he separates himself from his family and friends during his illness. The way our judgmental culture negatively affects society and how one acts is shown through this

Over time, the culture can change or adapt. This may be due to new leadership, mergers, or acquisitions. It may even be due to a change in the market climate itself. As new employees are brought on, they must be taught the company culture to keep it strong and in line with the overall company umbrella. Most large companies have established culture programs for their leadership, so that they may take those tools, thought processes, and examples back to their teams to keep the culture strong.

Like at Notre Dame of Maryland University, everyone at the Cal Ripken Foundation were very welcoming, friendly and supportive. In a way, the culture at the foundation is their hallmark. However, from my conversations with various staff members, I detected concern over the potential of the loss of their intimate culture as the company pursues rapid expansion. During my tenure, I estimate that an average of 2 people were being interviewed per day. My supervisor confided in me that she had left her previous position because the culture of her prior employer also experienced drastic change. Undoubtedly, like the organizations and the people themselves, organizational culture tends to evolve with time. I have realized that change really is difficult. Even the slightest hint of change can be a large source of concern for employees. This has been a key observation of

Culture is resistant to change because many of the cultural control mechanism become internalized in the minds of organizational members, that is, what makes culture such strong control mechanism. Changing culture often means that members have to change their entire social identify. Sometimes the statuses of various roles or identities change causing even more resistance on the part of high status role holders.

Within organizations, large and small, there exists a sense of identity among its members that separates it from other organizations. This sense of identity is known as organizational culture. All over, managers seek to influence and change this into something that can be beneficial for the organization. In his article, “The Six Levers for Managing Organizational Culture”, Professor David W. Young defines the different elements that can influence and change the culture within the organization and how the reader can use these “levers” to their advantage. While the author does present a decent explanation for changing the culture of an organization, he leaves many questions unanswered that leaves his argument incomplete.

Culture change within families can take generations. Culture change in business organizations can take years. Culture change in the United States could take centuries, but it must be initiated before it can be reached, and it must be initiated through communication and involvement if it is to work.

It is important to change various aspects of organization culture when trying to institute change in organizations (Kavita, 2005). The aspects that such changes should target include the balance of power in the organizations, the organization structure that supports the framework, leadership and management styles. Organizational history is also very critical, especially if it has a progressive track record success. However, if the culture despite the changes remains aligned to the organization goals and mission the employees will adopt it and embrace change.

When implementing a successful change initiative, Kotter stated you must “win over the hearts and minds of the employees” (Kotter, 2011). After all the changes are recognized, the leader and team need to push through the stages and stay on track with the initiative that has been set. Once all the stages of the change initiative have been determined and initiated, behavior in the culture needs to change to compliment the changes that have been put into place (Cohen & Kotter, 2012). It is often difficult to keep employees out of their comfort zone and keep them on track with the change (Kotter, 2012).

1. Use tradition to lead. Lou Gerstner, who as chief administrator of IBM led one of the maximum hit business variations historically, mentioned that the maximum was an important or crucial lesson he learned from the festivity in ways that “culture is everything.” Business people today know this. In the Katzenbach Center survey, eighty four percentages said that the organization’s behavior became important/crucial to the achievement of exchange management, and sixty four percentages recognized it as more important than any other method or running model. Yet many change leaders usually fail to discuss culture—in steps of both conquering cultural resistance or making the maximum of cultural support. Among the participants whose organizations were not able to maintain change

1. Use tradition to lead. Lou Gerstner, who as chief administrator of IBM led one of the maximum hit business variations historically, mentioned that the maximum was an important or crucial lesson he learned from the festivity in ways that “culture is everything.” Business people today know this. In the Katzenbach Center survey, eighty four percentages said that the organization’s behavior became important/crucial to the achievement of exchange management, and sixty four percentages recognized it as more important than any other method or running model. Yet many change leaders usually fail to discuss culture—in steps of both conquering cultural resistance or making the maximum of cultural support. Among the participants whose organizations were not able to maintain

Organizational culture: Assumptions that define the organizational goals and products create a powerful restraint on change, especially technological change.

There is a multitude of reasons as to why an organization may change their culture. Some catalysts to cultural change could be such things as changes in the economy, external events, internal shortcomings, restructuring of leadership, or growth of technological capabilities. Since IBM was founded in 1911, it has undergone a multitude of cultural changes driven by each one of these factors. The 1990’s included a large cultural shift for this organization driven by a new CEO and new technological capabilities.

At the beginning of doing my research I was not sure what Organizational culture was. In fact, I thought it some kind of innocuous entity with no real meaning at all, but I now know that it is so much more than that. Organizational culture is a companies back bone that determines the type of organization that it will be and what it values above all else. It also determines if it will have a healthy organizational culture or not and with it a great company can be constructed or demolished. The seven steps of a healthy or unhealthy organizational culture can be found in any company whether it be in public or private sectors. The difference and important part is how a company implements these stages, in using these seven stages with deliberate purpose and putting in the effort necessary an organization can keep a healthy culture within it. Nevertheless, if an organization just leaves its culture and let it become what it may then anything can happen but without constant care and forethought it is likely not to work out for the best.