A blend of the values, beliefs, symbols, rituals

and myths all companies develop over time.

Corporate culture describes and governs the

ways a company's owners and employees think,

feel and act.

http://www.entrepreneur.com/encyclopedia/term/82104 .html

The philosophy, values, behavior, dress codes,

etc., that together constitute the unique style

and policies of a company.

http://dictionary.reference.com/browse/corporate +culture

Culture is derived from:

Management-through their actions and words.

Organization-based on the technology, the

industry and the job descriptions.

Six of the twenty cultural factors 1) Member identity-employees identify with the organization as a whole on their type of job or field of professional expertise.
2)Team Emphasis-the degree to which work activities are organized around teams rather than individuals.

3) People focus-the degree to which management empowers the employees within the organization.
4) Autonomy- the degree to which departments within the organization are encouraged to operate in a coordinated or interdependent manner.

5) Control- the degree to which rules, regulations and direct supervision are used to control employee behavior.
6) Risk Tolerance- the degree to which employees are encouraged to be aggressive, innovative and risk-seeking.

Organizations need to have a renewing rather

than a reactive managerial system because they

need long term efforts to prepare for future

organizational requirements.

Many companies can trace their culture back to an influential founder who created a value system that became the cultural core of the company. Culture often clash following corporate mergers, downsizings, or other restructurings. International mergers can be even more complex.

Factors to improve organizational effectiveness: Create a vision for the future- a shared vision provides direction,

focus and commitment.

Develop a model for change- total organization change often starts in one unit or subculture of an organization.

Reward changes- people tend to behave in ways that provide

rewards or reinforcement.

To improve and expand on the factors that

affect performance.
Managerial effectiveness
Managerial efficiency Motivational climate

Managerial effectiveness: accomplishing of

specific organizational goals and objectives.
It is the ability of the manager, through his/her skills in
guiding and directing others in the organization, that will determine if the desired results will be achieved effectively.

Managerial Effectiveness: Is a leaders desire to

achieve the desired results.
How well he/she applies his skills and abilities in guiding and
directing others determines whether he can meet those results effectively. If he can, his achievements are poised to help the organization gain a competitive edge against rival organizations heading into the future.
http://www.ehow.com/about_6697806_meaning-managerial-effectiveness_.html

Managerial efficiency: the ratio of output

(results) to input (resources) Ronald Brown &

Don Harvey
Employee are expected to be efficient in producing the desired result, and their efficiency was measured in output delivered relative to input used.

Motivational climate: set of employee attitudes

that morale that influence the level of

performance- Brown & Harvey

Adaptability- ability to solve problem and react to the changing environmental demands Vision- is the organizations knowledge and insight about what its goals are and how to achieve them Reality testing-interpret the real properties of the environment accurately and correctly and identify those that are relevant to the functioning of the organization

Expertise:
Specialized knowledge and skills that that obtain through experience and academic studies

Autonomy:
Free from restriction, self govern, decide how their function must perform

Commitment:
Loyal to their profession, identify with colleagues in other organizations

Code of ethics:
Maintaining professional standards, self discipline

The fit between OD values and that of the organization (value orientation) will determine success. The Value orientation concerns of parties:
Beliefs about people Methods used to reach change goals Purpose of change program

Compatibility of values

Imposed change
Priority of goals

Compatibility of values: OD values may be

different from the client. OD has a own set of

values, which may not align with the mission of

the organization. The OD would have to first

know about the client mission before entering

into a relationship

Imposed change: To initiate change is usually

done by top management. If members of the

organization is not involved in the change, then

the intervention of the OD practitioner would

get all members involved.

Priority of goal: Change program is aimed at

improving effectiveness, efficiency and

participant satisfaction. Which takes

precedence? There must be a balance among

the three.

Respect for people:

respect

People must be treated as human beings, with dignity and

.
Develop a healthy organization enrich with trust, openness

Trust and support:

and very supportive

Participation: Individuals must develop their full potential, being allowed to get
involved

Power equalization:
their work environment

Flat structure, people have opportunities to influence

Confrontation: There is open communication, problems , issues and strategies

can be openly discussed and decision reached.

What is Culture?
Shared Behaviours

Working Relationships that have developed

Cultural Transformation

A culture can prevent a company from remaining competitive or adapting to a changing environment.

Three (3) Organizational Tools are required in

Adaptive Organizations
Information
Support

Resources

Information
Provides people with information

Allows for the ability to gather information

Support
Provides necessary go ahead from higher management Cooperation from peers and subordinates

Resources
Provides resources

Resources are any tools, materials and information

that are used to carry out project tasks

In a strongly established culture, change takes

time.

Changes to the organization must focus on what

people value and what they do.

Understanding the old culture

Encourage change in employees

Follow outstanding units

Dont impose cultural change

Lead with a vision

Large-scale change takes time

Live the new culture

1) Describe or compare the corporate culture of organizations you have worked in. What makes one more effective than another? 2) Compare and contrast managerial efficiency and effectiveness. 3) Identify the key factors in cultural change. 4) Explain the role of tools for change in an OD program.

Understanding the old culture

Encourage change in employees Follow outstanding Units Dont impose cultural change Lead with a vision Large-scale change takes time Live the new culture