MGT501 MOD4 CASE4-Organizations as Cultures

MGT501 MOD4 CASE4-Organizations as Cultures - Running head:...

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Running head: ORGANIZATIONS AS CULTURES 1 Organizations as Cultures: Distinctive Values, Rituals, Ideologies and Beliefs. Ongoing Reality Construction TUI University March 26, 2012
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ORGANIZATIONS AS CULTURES 2 Organizations as Cultures: Distinctive Values, Rituals, Ideologies and Beliefs. Ongoing Reality Construction Introduction According to Morgan (2006) organizational culture includes different values, norms, assumptions, individual behavior, and centralized functions within an organization. The aggregation of feelings and values shared by the employees of the organization are also significant contributors to the organizational culture. The alignment of employees with the values and beliefs of the organization create a strong organizational culture. Without a strategic and effective corporate structure, organizational culture becomes weak (Morgan, 2006). Some observable aspects of organizational culture are its stories, symbols and rituals. Such cultural symbols transmit the organizational culture while the rules created for the organization and role of the members of an organization are observable aspects. An initial visit to an organization should provide an individual or party with basic assumptions and knowledge relative to the entity’s cultural aspects, philosophy, values, norms, and working style. Such values and characteristics of an organization help in understanding the internal structure and working ability of an organization (Morgan, 2006). Thus the paper aims to discuss the role of organizations as cultures. What things about organizations are considered to be parts of organizational culture, and what things are excluded from that category, in terms of the different models? According to Denison Consulting, Inc. (n.d.), key components of organizational culture include adaptability, mission, involvement, and consistency. The other areas that are often excluded are just as important and include policies and procedures, symbolic
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ORGANIZATIONS AS CULTURES 3 gestures (birthday celebrations and holidays), human resources, and politics. Essentially, the Denison Culture model was developed with an aim to study the link between the culture of the organization and the bottom line performance of the measures. Such areas as return on investments, sales growth, quality, and employee satisfaction along with innovation were included (Denison Consulting, n.d.). In many ways, an organization’s culture conveys the identity of its members and
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MGT501 MOD4 CASE4-Organizations as Cultures - Running head:...

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