Definition Of Organizational Culture Research Articles

Organizational culture and institutionalization. A theoretical framework

This article focused on organizational culture and institutionalization. For this purpose, first of all, general objectives are mentioned in the introduction section. Then, the definition of organizational culture and information about the concept are given. Furthermore, general expressions regarding institutionalization and the relationship between organizational culture and institutionalization mentioned.

Higher Education Effectiveness through Instrumental and Terminal Values in Students

The Government of India aims to achieve reach , equity, quality and merit, applicability and value based education in all education systems Primary , Secondary and Tertiary .Different definitions of Organizational Culture were found during literature review in (Khanna, 2017) , (Gupta) 's Schein Model and (Greenfield & A.Brown) and comparisons were done .

Benchmarking in the system of organizational culture

The article states that the use of technology for evaluating the organizational culture of the company, based on the basic principles of benchmarking, allows us to determine its type and directions for making changes. It is determined that an effective organizational culture is a culture of a high level of development that promotes the formation of a stable behavior of the organization in an unstable market environment. The definition of organizational culture as a system-forming phenomenon, which specifies the boundaries, norms, samples, rules of behavior of people in an organization, defines ways to achieve their individual and organizational goals. Organizational culture in the organization is manifested through the intra-industry positions of the organization. Characterized by a set of values, relationships, habits, traditions, forms of behavior, rituals that are inherent in a particular organization. The article presents the methodology for evaluating organizational culture based on the concept of benchmarking approach. Also, the article analyzes the construction of models of the influence of managers in the organizational culture of Ukrainian enterprises on the production of dairy products in the brand groups Milk Alliance, which revealed the lack of plans to guide the development of compliance plans. The list of internal normative documents of the enterprise regulating the implementation of compliance - control is considered. A special analysis of the methods of benchmarking with existing compliant methods of personnel management of enterprises in the territory of Ukraine was carried out for the development of the bases of the codes for enterprises of the brand group Milk Alliance. The estimation of perspective documents of IP Beverages Ukraine Limited (Ukraine) on organizational (corporate) culture as an organization-standard is given. It has been determined that Coca-Cola Helenik provides equal opportunities for all its employees, regardless of their origin, social and property status, ethnic, racial or ethnic origin, sex, language, political opinions, religious beliefs, color, age, sexual orientation, place residence and marital status. On the basis of the research, new software documents for the implementation of the organizational (corporate) code of the brand group Milk Alliance, which have a proposal for implementation in 2018-2019, are proposed.

Дифференциально-типологический подход в поиске дефиниций организационной культуры

Дифференциально-типологический подход в поиске дефиниций организационной культуры

The Historical and Philosophical Understandings of Organizational Culture

Purpose - This study sought to discuss definitions of organizational culture taking into consideration different views, and the historical and...

A Profile of Organizational Culture

ABSTRACT Culture has evolved into a concept which occupies a prominent role in the study of organizational life, attracting the attention of academics and practitioners alike. Given culture's recent infiltration in the general and services marketing domains, it is incumbent upon researchers to gain a better understanding of the conceptualization, operationalization, and theoretical linkages associated with culture. Accordingly, the authors profile the many definitions of organizational culture, providing suggestions for appropriate methodologies. Implications are presented for services marketing, highlighting five avenues of research that remain unexplored.

Organizational Culture and the Placement of Pretrial Agencies in the Criminal Justice System

This article intends to answer two sets of questions: whether the different organizational cultures of the courts and corrections produce similar or different effects in pretrial agencies, and whether the Edgar H. Schein definition of organizational culture could be applied to criminal justice agencies. Finding that the different organizational cultures produce different effects, the authors conclude that the court is the appropriate organizational home for a pretrial agency especially if the agency’s general purpose is to provide verified information and recommendations to the judicial officer. In addition, it is clear that the Schein organizational culture framework has operational applicability to pretrial agencies.

Cultural obstacles to market orientation

Begins with a review and critical analysis of the literature surrounding the obstacles or barriers to the development of organization‐wide market orientation. Suggests that, though valiant attempts have been made to identify individual barriers, a diversity of academic opinion appears to prevail. Consequently, presents a preliminary framework for the study of barriers, which revolves around the application of a broad definition of organizational culture to orientation inhibitors. Then applies the framework of assumptions, values, artefacts and symbols to a company case study and discusses the issues involved. Draws managerial recommendations and outlines implications for further study.

Creating a new organizational culture: the key to total quality management in the public sector

Total Quality Management (TQM) as a business strategy has been recognized by managers in the public sector since the late 1980s. While much has been written about the need for TQM and its strategies such as quantitative measurement and statistical analysis, team work and worker participation, few empirical and theoretical studies have been carried out or published on the connection of organizational culture to the implementation of TQM. Many leaders in the field have asserted that significant organizational cultural change will be required to ensure the success of TQM. This paper examines the changes that may be required in the process, and presents a synopsis of the need to (perhaps) reexamine the definition of organizational culture and the perspective of management, public or private, to make the culture of an organization more compatible with desired values.