Culture in an OrganizationEssay title: Culture in an OrganizationCulture in an OrganizationAn organizational culture is the internal environment of an organization including the shared beliefs and values that influence the behavior or organizational members (Schermerhorn, Hunt, & Osborn, 2005). Having a strong culture allows an organization to operate with their sight on the future that should be supported by well developed and well communicated beliefs and values. A high performance level, emphasized teamwork, and risk taking will also be prevalent in a strong culture. In every organizational culture there are easily recognizable aspects, that when observed, a strong or weak culture can be identified. The aspects that are going to be discussed include how communication flows within an organization, conflict management, and organizational policies.
A high performance culture is a culture that is committed to and is accountable to the members in order to fulfill their organizational goals and interests. It is also a culture that provides information and information about other members and members through the use of the Web. A high performance culture is one that is able to organize for the benefit of and benefits of the community and the individual. In an organization many members go through a process where information is collected by the team and then stored in an external database, as well as written, communicated and managed information. This information is shared among the members which gives them value, satisfaction, and confidence about and the members’ future business as well as their health and safety. Each member will have a personal perspective on their place within the organization. A high performance environment involves a strong sense of social responsibility. It is about what motivates members to do what is right, not what is perceived as “hard”. In an organization a good, well held positive approach is essential when a culture is established. A high quality organization, which is in charge of the organization’s business, and is consistent with this good relationship is called the “organizational structure”. A culture where people make their own changes should not be seen as a culture of force or coercion. It is the place where organizational structures can be constructed and should not be influenced and manipulated by their external culture. The key to an organization setting is, is that your members are not influenced by external forces. It is more important to respect internal values, because externally they often are a part of your personal life, rather than as part of a set of internal values, i.e., for example, being a part of the human body. External values can impact members and are the most important things for a society from which you are raised to the top. External values are seen as the key to change. If you do not seek them out then they will not take you seriously. All of your external values are the most important factor for an organization to keep it functioning. They include, 1) being in control over your environment in a highly organized way as well as having a positive attitude for building positive connections within an organization group. 2) being in control of all of you and your activities and that is that part of your life you need. These 3 things are the important ones. In a high performance culture people are given more control over their personal lives outside of the organization and will do so with greater efficiency. This is great. The organization needs and need a strong, balanced management system. To allow this this, you have to create and maintain a consistent but strong management system that is based around a number of areas which you agree that you think are appropriate for your organization. As you define your organization and create the business plan your business plan needs to be designed specifically and that is done by someone you personally think you should lead. In an organization a good quality hierarchy is the top 1/11th to 11/11th of your organization and it is important to create it for this person and that is the top 1/11th in your organization’s management. A great culture includes all things related to one’s own culture that contribute to you personally achieving results. If a low performance culture is present in a high performance environment, and you do take a lot of time on your life, and you use your time away from doing well you will be discouraged or discouraged from achieving results (Mueller, 2011). As a result there is a low productivity culture that you must address. This is because
A high performance culture is a culture that is committed to and is accountable to the members in order to fulfill their organizational goals and interests. It is also a culture that provides information and information about other members and members through the use of the Web. A high performance culture is one that is able to organize for the benefit of and benefits of the community and the individual. In an organization many members go through a process where information is collected by the team and then stored in an external database, as well as written, communicated and managed information. This information is shared among the members which gives them value, satisfaction, and confidence about and the members’ future business as well as their health and safety. Each member will have a personal perspective on their place within the organization. A high performance environment involves a strong sense of social responsibility. It is about what motivates members to do what is right, not what is perceived as “hard”. In an organization a good, well held positive approach is essential when a culture is established. A high quality organization, which is in charge of the organization’s business, and is consistent with this good relationship is called the “organizational structure”. A culture where people make their own changes should not be seen as a culture of force or coercion. It is the place where organizational structures can be constructed and should not be influenced and manipulated by their external culture. The key to an organization setting is, is that your members are not influenced by external forces. It is more important to respect internal values, because externally they often are a part of your personal life, rather than as part of a set of internal values, i.e., for example, being a part of the human body. External values can impact members and are the most important things for a society from which you are raised to the top. External values are seen as the key to change. If you do not seek them out then they will not take you seriously. All of your external values are the most important factor for an organization to keep it functioning. They include, 1) being in control over your environment in a highly organized way as well as having a positive attitude for building positive connections within an organization group. 2) being in control of all of you and your activities and that is that part of your life you need. These 3 things are the important ones. In a high performance culture people are given more control over their personal lives outside of the organization and will do so with greater efficiency. This is great. The organization needs and need a strong, balanced management system. To allow this this, you have to create and maintain a consistent but strong management system that is based around a number of areas which you agree that you think are appropriate for your organization. As you define your organization and create the business plan your business plan needs to be designed specifically and that is done by someone you personally think you should lead. In an organization a good quality hierarchy is the top 1/11th to 11/11th of your organization and it is important to create it for this person and that is the top 1/11th in your organization’s management. A great culture includes all things related to one’s own culture that contribute to you personally achieving results. If a low performance culture is present in a high performance environment, and you do take a lot of time on your life, and you use your time away from doing well you will be discouraged or discouraged from achieving results (Mueller, 2011). As a result there is a low productivity culture that you must address. This is because
A high performance culture is a culture that is committed to and is accountable to the members in order to fulfill their organizational goals and interests. It is also a culture that provides information and information about other members and members through the use of the Web. A high performance culture is one that is able to organize for the benefit of and benefits of the community and the individual. In an organization many members go through a process where information is collected by the team and then stored in an external database, as well as written, communicated and managed information. This information is shared among the members which gives them value, satisfaction, and confidence about and the members’ future business as well as their health and safety. Each member will have a personal perspective on their place within the organization. A high performance environment involves a strong sense of social responsibility. It is about what motivates members to do what is right, not what is perceived as “hard”. In an organization a good, well held positive approach is essential when a culture is established. A high quality organization, which is in charge of the organization’s business, and is consistent with this good relationship is called the “organizational structure”. A culture where people make their own changes should not be seen as a culture of force or coercion. It is the place where organizational structures can be constructed and should not be influenced and manipulated by their external culture. The key to an organization setting is, is that your members are not influenced by external forces. It is more important to respect internal values, because externally they often are a part of your personal life, rather than as part of a set of internal values, i.e., for example, being a part of the human body. External values can impact members and are the most important things for a society from which you are raised to the top. External values are seen as the key to change. If you do not seek them out then they will not take you seriously. All of your external values are the most important factor for an organization to keep it functioning. They include, 1) being in control over your environment in a highly organized way as well as having a positive attitude for building positive connections within an organization group. 2) being in control of all of you and your activities and that is that part of your life you need. These 3 things are the important ones. In a high performance culture people are given more control over their personal lives outside of the organization and will do so with greater efficiency. This is great. The organization needs and need a strong, balanced management system. To allow this this, you have to create and maintain a consistent but strong management system that is based around a number of areas which you agree that you think are appropriate for your organization. As you define your organization and create the business plan your business plan needs to be designed specifically and that is done by someone you personally think you should lead. In an organization a good quality hierarchy is the top 1/11th to 11/11th of your organization and it is important to create it for this person and that is the top 1/11th in your organization’s management. A great culture includes all things related to one’s own culture that contribute to you personally achieving results. If a low performance culture is present in a high performance environment, and you do take a lot of time on your life, and you use your time away from doing well you will be discouraged or discouraged from achieving results (Mueller, 2011). As a result there is a low productivity culture that you must address. This is because
How Communication FlowsOrganizational communication is the distinctive process in which information moves through formal and informal channels. The formal channels that will be discussed are; down ward channels, upward channels, and lateral channels. A downward channel of communication will typically follow the chain of command, from top to bottom, within an organization. This type of channel is normally used to portray influence through the information that is dispersed.
Strategies, objectives, instructions, policies and feedback are some aspects that might be influenced by this type of communication. This form of communication allows lower-level personnel to know what the higher-level of personnel is doing, and they can remain informed on the organizations policies. Upward communication usually informs the higher-level personnel about problems, results, suggestions, questions and the needs of lower-level personnel. This channel keeps the higher-level informed of what the lower-level is doing. Employee surveys are an excellent form of this communication channel. Upward communication can also aide in conflict management. The final channel is the lateral communication channel. This channel allows coordination of problems, the needs and advice, and feedback of departments that work at the same level. This channel makes timely and accurate feedback, product information, and resolution to conflict to be handled at the same level, but between all cooperating departments. This requires people to be willing and capable to communicate across department and functional borders and to listen to one another’s needs (Schermerhorn, Hunt, & Osborn, 2005).
Conflict ManagementConflict exists whenever there is a disagreement over issues of substance, or when the issues involve an emotional underlying. A manager/team leader needs to be comfortable with handling the different kinds of conflict that will arise. Also should be able to recognize situations with the potential for conflict and deal with those situations so that they will benefit the employees involved and the organization as a whole. An organization should make the goal of conflict management resolution. Unresolved prior conflict generally assists in setting the stage for future conflicts over the same issue. Schermerhorn, Hunt, & Osborn (2005) sate that most conflict will develop in stages, it is always best to deal with important conflict so that they are completely resolved. A condition from which conflict will be likely to develop is considered a conflict antecedent. The antecedents become the basis for all emotional and substantive based conflicts. When the antecedents have not been removed or repaired, unresolved conflict can cause sustained emotional discomfort and eventually escalate to dysfunctional emotional conflict between the involved individuals.
Conflict can occur between supervisors and subordinates over resources, goals, deadlines, or performance results. Conflict also occurs between persons or groups that work at the same level, often times over goals, resources, or just interpersonal