Entrepreneurial organizational culture Stephen McGuire (2003) defined and validated a model of organizational culture that predicts revenue from new sources. An Entrepreneurial Organizational Culture (EOC) is a system of QIS College of Engineering and Technology, OngolePage 7
Management Theory & Organizational Behavior shared values, beliefs and norms of members of an organization, including valuing creativity and tolerance of creative people, believing that innovating and seizing market opportunities are appropriate behaviors to deal with problems of survival and prosperity, environmental uncertainty, and competitors' threats, and expecting organizational members to behave accordingly. Elements People and empowerment focused Value creation through innovation and change Attention to the basics Hands-on management Doing the right thing Freedom to grow and to fail Commitment and personal responsibility Emphasis on the future National and organizational culture Corporate culture is used to control, coordinate, and integrate of company subsidiaries.However differences in national cultures exist contributing to differences in the views on the management.Differences between national cultures are deep rooted values of the respective cultures, and these cultural values can shape how people expect companies to be run, and how relationships between leaders and followers should be resulting to differences between the employer and the employee on expectations.Perhaps equally foundational; observing the vast differences in national copyright laws suggests deep rooted differing cultural attitudes and assumptions on property rights and sometimes; the desired root function, place, or purpose of corporations relative to the population. Learning culture:To become learning Organisation is to accept a set of attitudes, values and practices that support the process of continuous learning within the organisation. Training is a key element in the business strategy of an organisation dedicated to continuous learning. Through learning, individuals can re-interpret their world and their relationship to it. A true learning culture continuously challenges its own methods and ways of doing things. This ensures continuous improvement and the capacity to change.The Progress International workshop will QIS College of Engineering and Technology, OngolePage 8
Management Theory & Organizational Behavior look at some research into Learning Culturesconducted by leading management thinker, Peter Senge, who has identified fivedisciplines of a learning culture that contribute to building a robust learningorganisation. These elements are: Personal mastery– create an environment that encourages personal, organizational goals to be developed and realised in partnership Mental models– know that a person’s 'internal' picture of their environment will shape their decisions and behaviour Shared vision– build a sense of group commitment by developing shared images of the future Team learning
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