An organization’s culture matters a lot. That’s what John Kotter
and I concluded from a three-year study of the relationship between
corporate culture and performance in the early 1990s. CEOs generally
agree, although I’m left wondering whether some of them really
believe it or whether it’s something they’ve been conditioned to say
when reminded to do so. It’s confirmed by even the best (5-star)
investment analysts on Wall Street, a group that we might assume
would look only to financial measures in recommending investments.
What’s the favorite four-letter word of people who are less than fully organized? “Help!” So many technological, social, and economic changes affect your life that you need organization just to keep up, let alone advance. Many people have two jobs – one at the office and one taking care of things at home. If you have a family, you may count that as a third job. Caring for elderly relatives or have community commitments? You can count off four, five, and keep right on going.
THE TEAM THAT OPERATED the Nut Island sewage
treatment plant in Quincy, Massachusetts, was every
manager’s dream. Members of the group performed difficult,
dangerous work without complaint. They needed
little supervision. They improvised their way around operational
difficulties and budgetary constraints. They were
dedicated to the organization’s mission.
But their hard work let to catastrophic failure.
At the same time, high tech professionals often perceive work as a “serious game” (Strannegård & Friberg,
2001), and not drudgery: they involve in playful behaviors at work (Hunter, Jemielniak, & Postuła, 2010).
Software engineers often participate in non-paid, open collaboration production (Lakhani & Von Hippel, 2003).
Modes of collaboration established in virtual and high-tech communities are similarly transforming
workplace relations in the brick-and-mortar organizations (Benkler, 2006).
The past twenty-five years have been witness to celebration of all things organizational
in organization and management research. Profound changes in both the global economy and information technology produced new organizational
forms and pushed us to focus on competitiveness and wealth creation. To be sure, anyone who set foot in an organization knew that people
matter, but our scholarly attention was diverted.
This part of the book is concerned with the inter-related issues of how
BP and signals intelligence were made over the course of WW2. The
focus is primarily upon various forms of organizational structuring,
broadly conceived, and the emphasis on ‘making’ indicates that, in line
with the general approach outlined in the introduction to the book, I
will seek to explore some of the processes of ‘organizing’ which lie
beneath the production of ‘organization’.
As a long-standing advocate for understanding issues of cultural and ethnic
diversity, I have served as President of APA Division 45, Society for the
Psychological Study of Ethnic Minority Issues, and currently chair the
American Psychological Association’s Commission for the Recruitment,
Retention and Training of Ethnic Minorities implementation task force
(CEMRRAT2). Both of these organizations were instrumental in the approval
of the APA Multicultural Guidelines for Practice and the promotion of empirical
research addressing mental health issues of ethnic minority clinical populations.
This volume is the first of a series on “Physical Techniques in the Study of Art, Archaeology
and Cultural Heritage”. It follows a successful earlier publication by Elsevier (Radiation
in Art and Archaeometry), also produced by the editors of this book, Dr David Bradley
(Department of Physics, University of Surrey) and Professor Dudley Creagh (Director of
the Cultural Heritage Research Centre, University of Canberra).
The International Master’s Program in the Economics of Culture: Policy,
Government and Management is organized by CEIS- Centre for Economic and
International Studies, University of Rome “Tor Vergata” in cooperation with
BAICR - Consortium of Cultural Institution.
The Master's program offers a training course based on transmission of
knowledge and experience targeted at a new social, economic and cultural
context. It provides an overview of the "culture system", of management and
design of products and cultural activities.
Hoang Lien National Park, what is located in Sa Pa District, Lao Cai Province, has been planned to develop priority in ecological tourism because the park is composed by many ecological systems with the most diversiform biology in Vietnam. Here exists many endemic species, beautiful landscapes, as well as typical cultures of local inhabitants. According to statistical data, the number of tourism arrivals to the area grew up rapidly. Since 2000 to 2006, the figure was increased by 39.1%. There was a continual increase in its tourism revenue as well as diversity in its effective tours.
When you finish this chapter, you should: Describe the elements of organizational culture, discuss the importance of organizational subcultures, list four categories of artifacts through which corporate culture is deciphered, discuss the conditions under which cultural strength improves corporate performance, identify four strategies to change and strengthen an organizations culture, compare and contrast four strategies for merging organizational cultures.
In this chapter, you learned to: Trace the evolution of leadership through four eras to the learning leadership required in many organizations today; recognize how leaders build learning organizations through changes in structure, tasks, systems, strategy, and culture; know when and how horizontally organized structures provide advantages over vertical, functionally organized ones;…
Chapter 3 examined two major characteristics of the parent organization that affect the implementation and completion of projects. The first is the formal structure of the organization and how it chooses to organize and manage projects.
Company culture is important because it can make or break your company. Companies
with an adaptive culture that is aligned to their business goals routinely outperform their
competitors. Some studies report the difference at 200% or more. To achieve results like
this for your organization, you have to figure out what your culture is, decide what it
should be, and move everyone toward the desired culture.
Changing your organizational culture is the toughest task you will ever take on. Your
organizational culture was formed over years of interaction between the participants in
the organization. can feel like rolling rocks uphill.
The mass media proclaimed the above as the new millennium began. Acad-
emics and professionals have been holding conferences about it for a while
now. Designers themselves have insisted on it all along. But what, exactly,
does that statement mean? A proliferation of hip hotels and award-winning
potato peelers do not an era make.
This revision of Principles of Accounting is based on an understanding of the
nature, culture, and motivations of today’s undergraduate students and on extensive
feedback from many instructors who use our book. These substantial changes
meet the needs of these students, who not only face a business world increasingly
complicated by ethical issues, globalization, and technology but who also have
more demands on their time.
People at work in organizations today are part of a new era. The institutions of
society and the people who make them work are challenged in many and very
special ways. Society at large increasingly expects high performance and high
quality of life to go hand-in-hand, considers ethics and social responsibility core
values, respects the vast potential of demographic and cultural diversity among
people, and accepts the imprint of a globalization on everyday living and organizational