Organizational Contextual Dimension Culture - 773 Words

What is Organizational Culture? Organizational culture is a set of shared values, the unwritten rules which are often taken for granted, that guide the employees towards acceptable and rewarding behavior. The organizational culture exists at two distinct levels, visible and hidden. The visible aspect of the organization is reflected in artifacts, symbols and visible behavior of employees. The hidden aspect is related to underlying values and assumptions that employees make regarding the acceptable and unacceptable behaviors. Artifacts: These are visible components of culture, they are easy to formulate, have some physical shape, yet its perception varies from one individual to another. 1-Rituals and ceremonies: New hire trainings,†¦show more content†¦Control/Decision: Management by nature is about control, the difference is how it enforces it. Well defined guidance, job description and authority of taking decisions are formal methods of control, while team or collective decision making is a social or cultural method of control. The functional or divisional structure encourages formal control while process or network structures promote a culture of employee empowerment. Responsibility: The authority of decision making is closely related to issue of responsibilities. The culture of responsibility is measured by observing whether the individuals are expected to take responsibility of their decisions or there is a collective responsibility in case of team decisions. Assumptions: Both the artifacts and the values give rise to assumptions the employees make about the organizations culture. Finally, it’s the assumptions that govern how an employee determines the right behavior and feels about his job and career, how the culture actually operates within the organizational system. Failures: The implication of failure is the most influential assumption that every employee derives from all the artifacts, stories, myths and values. The fear of failure and how it would be perceived determines the actual empowerment felt by the employee; the stated values vs. practicedShow MoreRelatedPlaza Inn Essays1169 Words   |  5 Pages E-mail: sammar@bloomu.edu OR soniaz23@aol.com 3. Department: Department of Management 4. Course Number: 93.362 5. Course Title: Organizational Design 6. Credit Hours: 3 7. Prerequisites: 93.344, Principles of Management 8. Catalog Description: This course discusses the difference between micro and macro perspectives in the study of organization and provides a macro view inRead MoreThe Impact Of Globalization On The Business Environment1356 Words   |  6 Pagesopportunities and barriers (Papulova Papulova, 2006). 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The followings will discuss how Ben Jerry’s organisation design had been changing in the structural dimension and two elements in the contextual dimensions, the strategy and environment, in order to react to external environments and internal managing problems between 19 90 and 1995. Also, analysingRead MoreProblem Statement For Emr1190 Words   |  5 Pages- What contextual elements supported and facilitated: a) The EMR implementation at Amman RSP? b) The use of the EMR for clinical care at Amman RSP? - What strategic approaches contributed to the implementation of the Amman EMR? - What were the processes used from a clinical, administrative, governance and IT perspective that contributed to the EMR implementation? To do this we will use Pettigrew’s framework for understanding strategic change, which analyzes three interactive dimensions – context