| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "MILITARY ORGANIZATIONAL CULTURE": |
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The Military and Organizational Culture, 2006.
This paper reviews "Banishing Bureaucracy" by David Osborne and Peter Plastrik which focuses on the importance of cultural change as one of the five strategic components needed in making various bureaucracies and military organizations more efficient.
741 words (approx. 3.0 pages), 0 sources, £ 18.95
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Abstract
This paper focuses on the opinions of authors David Osborne and Peter Plastrik who both contend that it's imperative to change the existing culture of a bureaucratic or military organization in order to make it more efficient and systematic. In Osborne and Plastrik's book "Banishing Bureaucracy," the authors stress the need to replace old habits with new commitments in order to improve both productivity and output in any bureaucratic organization. The authors detail the manner in which these changes are to be implemented in order to achieve maximum success. Two examples of cultural change detailed in this paper include that of dress requirements in the military, followed closely by protocols of behavior. The underlying values of loyalty, faithfulness and unselfishness to the point of self-sacrifice are intangible aspects of the military's culture that have a very pervasive influence on the environment of the organization.
From the Paper
"It is important to analyze an organization's culture when attempting to make any changes in the organization in order for the changes to be successful. This is especially true if the focus is being changed to be in line with an entrepreneurial organization that is customer driven. Core parts of the culture would need to be manifested in the new organization. Secondary components of the culture must then be changed in order to match with the changing organization. You cannot change an organization in opposition to its culture. Either components must be carried over and incorporated appropriately into the new organization or else the culture must change. For instance, the power structure of the military is an integral part of its hierarchy and success."
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Organizational Culture and Change, 2004.
This paper discusses organizational culture, the personality of the organization, and methods of managing that culture during periods of organizational change.
830 words (approx. 3.3 pages), 2 sources, MLA, £ 20.95
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Abstract
This paper explains that the culture of the organization, known as corporate culture, can be identified by examining the norms, plans, objectives, and social characteristics, basically everything that makes up the organization. The author defines various types of organizational culture: academy, baseball team, club, military, and fortress cultures. The paper outlines that, to manage change within the organization, the manager should work with the group, confront fear of change, consider the group's perspective, build trust, and be willing to compromise.
From the Paper
"An excellent example is given in the article: The wave of mergers and acquisitions from the 80s tends to be repeating itself today. Of course, such an acquisition could have meant that there was a chance you will not find yourself in the future of the company. Of course, it wasn?t a necessity, but the stress itself caused by the problem would have certainly diminished your motivation at work, because you would have had to find serious reasons why to keep making a serious effort within a company that you would eventually leave. It seems that the effects manifested themselves not only at work, but also in the family, as well as physiologically."
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Healthy Organizational Culture, 2008.
An in-depth discussion on the responsibilities of leaders in creating and maintaining a healthy organizational culture in a general construction company.
1,632 words (approx. 6.5 pages), 4 sources, APA, £ 36.95
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Abstract
The paper introduces, discusses, and analyzes the topic of organizational culture. Specifically, it examines the role and responsibilities of leaders in creating and maintaining a healthy organizational culture in a general construction company. The paper states that management and leadership are often far different aspects of an organization, and true leadership is often lacking in many general construction companies due to constraints within the organization, size, structure, and the nature of contracting.
From the Paper
"In a general construction organization, most projects must be completed on time, and so, time is one of the key issues managers must address. A true leader has the ability to establish completion timeframes that meet the needs of the organization and the sub-contractors, and then establishes a workplace environment that assures these goals will be met. There are certainly obstructions to this timeframe, from weather to subs who do not show up or complete their work on time, inspectors who do not inspect items in a timely fashion, and suppliers who do not deliver necessary supplies on time. A true leader anticipates these obstructions, builds some time into the timeline for them, and learns how to work around them while still motivating his crew to complete the project on time. Indeed, in effect the project manager is creating a "vision" of the completed project, and sharing that vision with all those working on the project. Thus, in some organizations, project managers can indeed be leaders, while in others, those in top management may function as leaders while project managers take on more management roles. In addition, new construction techniques and challenges, such as building at night, in foreign countries, and with a more diversified workforce, are also challenges the modern construction leader must face, both in the office and in the field."
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Ethics and Organizational Culture, 2002.
This paper addresses organizational culture and ethics.
2,150 words (approx. 8.6 pages), 3 sources, £ 55.95
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Abstract
This paper addresses organizational culture and ethics, describing the Blake/Mouton, Sonnenfeld, and Adizes categories for organizational and corporate cultures.
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Organizational Culture: The Chief Executive Officer's Role, 2007.
An examination of the role of the Chief Executive Officer (CEO) in organizational culture.
1,407 words (approx. 5.6 pages), 6 sources, MLA, £ 32.95
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Abstract
This paper examines how the major duties of the CEO affect a major facet of a business - its organizational structure. The paper also highlights the strategic elements of the CEO's position. The paper explores the idea behind effective communication, and how organizations can achieve it. The paper further looks at how CEOs are an important aspect of any organization and how their ability to maintain, change, and develop the appropriate business strategies depend primarily on how they motivate and communicate to employees the appropriate trend and the necessary facets of the organizational structure. The paper concludes that without understanding how important this element is, then an organization will face serious communication problems and will not successfully achieve its business objectives.
Outline:
Introduction
CEO and Organizational Culture
Employees and the Organizational Structure: CEO's Motivation and Performance Measures
The CEO and Communication
Conclusion
From the Paper
"It is common knowledge that motivating the workforce is a necessary prerequisite for effective management. Many companies have gained tremendous success, by enforcing being able to correctly identifying rewards to performance and hence motivating the workforce to support the organizational structure. Other organizations have failed to realize their strategic objectives because they have not realized how important the overall mechanism of the organization is. The CEO acts as the champion of change. Employees use the CEO as a model for the organization's direction and development."
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Organizational Culture, 2004.
Describes the internal and external variables that affect the creation of a company's organizational culture.
997 words (approx. 4.0 pages), 6 sources, APA, £ 24.95
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Abstract
This paper explains what is meant by the term "organizational culture" and explains the key variables that affect that culture. The paper points out that an organization's culture can change over a period of time and that a large degree of the success of a business depends on the amount of awareness and understanding of the culture of the organization.
From the Paper
"Organizational culture constitutes values, norms and behavior in which employees, workers and the management believes. Often, organizations espouse one culture. But in reality, they may practice another. The culture of an organization includes the language, dress codes, and operational modes, value systems, a code of ethics, attitude and interactions between various strata of the organization and work principles. ABB Asea Brown Boveri for example states that the company believes in having a constant learning culture. This has proved to be true as the company has constantly been able to change and adapt to the market requirements. (Bierbaum, Kischewski, Kischewski, & Schmidt, 2001) Another good example is the culture definition at the Saturn Car manufacturing plant. In the production domain, there is no differentiation between the managers, engineers and the shop floor workers?all dress the same. This eliminates the distinction between the blue collared and white collared workers."
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Organizational Culture in HR, 2006.
An analysis of organizational culture and ethical issues in human resources.
920 words (approx. 3.7 pages), 3 sources, MLA, £ 21.95
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Abstract
This paper provides examples of ethical issues and diversity in human resources and considers the effect of organizational culture on human resources. It also suggests that human resources should be involved in the strategic planning process.
From the Paper
" Human resource professionals face challenges each day as they try to manage the most important asset of any organization, its people. The human resource group is responsible for ..."
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Organizational Culture, 2007.
This paper explores the new and important management function of corporate culture.
2,928 words (approx. 11.7 pages), 22 sources, MLA, £ 59.95
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Abstract
The paper examines the concept that organizational culture is emerging as one of the greatest single management dimensions. The paper argues that corporate culture has become not only beneficial, but necessary due to the increasing prevalence of globalism as a financial, economic and commercial world system. The paper explores how the current role of culture in organizations is actually a managerial role within a corporation's leadership structure and one that must monitored, fostered and actively developed. The paper concludes that organizational culture can be managed, should be managed, and is being managed in novel and proactive ways across the globe.
Outline:
Introduction
Organizational Culture
Global Influence on Organizational Culture
Conclusions
From the Paper
"This rise in importance of organizational culture as primary competitive differentiator has come about because of and within the framework of the global economy. For, as the literature attests, and Balmer and Wilson make clear, "An important prerequisite for a corporate reputation to contribute to business survival and success is that it offers a distinct advantage in relation to the organization's external environment..."(par.3). In other words, organizational culture is uniquely related to its reputation, its financial success and its externally oriented interactions with the marketplace."
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Organizational Culture, 2005.
This paper examines the nature of a successful collaborative culture in an educational setting.
2,025 words (approx. 8.1 pages), 6 sources, £ 55.95
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Abstract
The paper explains how every organization has its culture and like any other culture, the organizational culture is composed of group interactions within a structured framework. The paper discusses how an organizational culture possesses similar features to any other culture owning folklore heroes, communications network and rites and rituals. The paper notes that like any other culture, an organizational culture must be carefully maintained in order to prevent it from breaking down.
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Leadership and Organizational Culture, 2004.
Report on what qualities are required for effective corporate leadership and the importance for that leadership of understanding the employee environment.
1,372 words (approx. 5.5 pages), 6 sources, APA, £ 31.95
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Abstract
This report centers on three major concepts of effective leadership: the fundamental conditions and practices necessary for corporate leadership to be effective; the significance of a company?s organizational culture and its impact upon, and result of, leadership style; and how different leadership approaches foster the process of organizational cultural change.
From the Paper
"A discussion in reference to organizational culture cannot go unreported without reference to organizational cultural assessment. Some of the more influential assessment variables are the level risk taking behavior, rewards and punishment, status quo vs. aggressive programming, and employee participation within the corporation. Not availing oneself of information derived through a thorough assessment of the climate and organizational culture of an organization, management will ultimately fail in any endeavor to effectuate corporate change. Policy makers and leaders can only re-shape a business environment when critical evaluation is applied to the people who work in the organization, as well as the viability of present management systems, policies and procedures."
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Organizational Culture and Change, 2005.
A discussion of culture and change within MRI Freestanding Imagining Center.
1,575 words (approx. 6.3 pages), 6 sources, £ 42.95
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Abstract
This paper discusses organizational culture and change. It discusses Handy's concept of of culture - "task culture" in that the individuals that are employed within the organization must be qualified and that the people placed in positions, must be capable of functioning within the organization. These concept of culture are discussed, specifically in relation to MRI Freestanding Imagining Center.
From the Paper
"Organizational Culture and Change Culture and Climate: The MRI Freestanding Imaging Center is an entity of Middletown Medical Imaging, and it has been the organizational goal to provide a competitive service in the area that will promote customer satisfaction and return clientele of both patients and physicians. While this culture developed through the type of work that is achieved, its existence correlates with a variety of theories related to organizational management. First, within Handy's concept of culture, the MRI Freestanding Imagining Center is linked with the "task culture" in that the individuals that are employed within the organization must be qualified, (or "the right people") in order to perform the tasks that are required on a daily basis (**, 269). Additionally, these individuals are placed in a position that immediately requires them to be capable of functioning within the organization."
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Organizational Culture, 2007.
A discussion on merging the gap between cultures within organizations.
2,423 words (approx. 9.7 pages), 10 sources, MLA, £ 51.95
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Abstract
This paper offers an in-depth exploration of the perspective of integration and how it relates to culture in organizations. The paper reviews various models of integration. It also supports the notion that organizations cannot achieve their maximum potential without first defining and understanding cultural integration in the context of the workplace and implementing successful strategies for promoting cultural integration.
Outline:
Integration Perspective in the Culture of Organizations
Overview of Integration and Culture Within the Organization
Cultural Integration
Importance of Organizational Culture in Educational Institutions
Synthesis of Literature
Conclusions
References
From the Paper
"Cultural integration is increasingly important within organizations as globalization continues to influence business practices among organizations large and small. Organizations are increasingly realizing the need to integrate culture through various means to develop more aligned units. Attempting to integrate cultures within organizations presents companies with unique challenges. Cultural integration may be necessary resulting from mergers, acquisitions, development of new business units or products and services or many other factors. "
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Organizational Culture, 2007.
This paper evaluates the role of leadership in an organization's culture.
1,805 words (approx. 7.2 pages), 8 sources, APA, £ 40.95
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Abstract
The paper relates that the most significant element to evaluate in an organization's culture is leadership, for effective human interaction within an organization is vital to success and is largely dependant upon good leadership. The writer evaluates the organizational culture of his/her organization and notes the existing problems. The paper discusses the need for a change in leadership approaches and explains that effective leadership allows human interaction within the organization to be a source of unity and success as opposed to a divisive element.
From the Paper
"A variety of elements must be assessed in order to evaluate an organization's culture. Among the most important of these elements are leadership, motivation, communication, unity, and loyalty. Leadership provides direction, motivation energizes the organization, and communication can either enhance unity and loyalty or undermine them, depending upon its quality, frequency, and effectiveness."
"Having identified and assessed the elements defined above, the culture of my own organization can now be evaluated in order to determine the impact these elements may or may not be having. This evaluation indicates that a fundamental cultural problem exists which impacts every other element, for at every level of the organization, communication often focuses to such an extent upon negative aspects that successes and good performance often go unnoticed or are not given due credit."
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Organizational Culture at Wal-Mart, 2008.
An analysis of the successful organizational structure at Wal-Mart, with recommendations for the future.
1,772 words (approx. 7.1 pages), 6 sources, APA, £ 39.95
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Abstract
This paper discusses the successful organizational structure that Sam Walton created in Wal-Mart. The paper begins by differentiating between management and leadership and the role of each when it comes to creating and maintaining a healthy organizational culture. The writer then presents recommendations to improve the organization and structure at Wal-Mart.
From the Paper
"My second recommendation is along the same lines as my last one and goes back to my original statement: love it or hate it. Wal-Mart needs to examine the 'hate it' segment of the consumer base to develop a strategy to reverse this negative opinion. This strategy will most likely need to be addressed throughout all functions of management. Low prices are not enough anymore; there is more of an awareness of corporate responsibility than in the past. Wal-Mart tries to give back to the community through low prices but they may need to consider giving back to some of their employees through additional benefits. To do this would require a shift in the organizing function and extensive use of the planning function of management. Also, the controlling function will need to be used to make sure costs do not get out of hand and that the organization is getting a return on its increased investment in its employees."
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