Introduction According to Schein (1992), organization culture is becoming very significant nowadays compared with the past because it will affect the overall performance of an organization. By understanding the organization culture, it enables managers to analyze the organization behavior in order to lead and monitor (Ojo, 2010). Organizational culture is the system of sharing the common actions, values and beliefs that develops within an organization despite the characteristic of the members are different and it will guides the behavior of its members (Schermerhorn et al., 2011, p 366). It acts as glue that holds the overall organization together with the common practices (Tichy, 1982). Pettigrew (1979) argued that style of an organization in conducting a business is mostly depends on the different level of culture based on the multifaceted set of beliefs, values and assumptions.
Additionally, ideas formulated are not of fully formed, but rather imperfect and prone to errors. It is concluded that strategic lenses are essential in strategic development. Managers may choose a suitable lens to approach problems faced in an organization. The design lens is a more rational and logical approach rather than intuitive. The experience lens is view base on a collective of experience in an organization and strongly maintain organizational culture.
Organizational culture can produce the loyal employees or employee commitment (Kossek and Zonia, 1993; Fields and Weaver, 2002; Myers and Dreachslin, 2007; Sippola, 2007) Therefore, need to change the organization's culture of newer technology and finds innovative ways of retaining employees. Many factors influence for the commitment of employees in an organization. Among those that are most frequently overlooked, are the organizational culture and environment (Smart and St. John, 1996; Cameron and Quinn, 1999; Smerek, 2010). Although there are studies conducted an organizational culture and organizational commitment, fewer studies look at the relationship between both variable especially from Malaysia perception (Schneider, 1990;
At the same time, it is also essential for Marks and Spencer to determine the marketing and management capabilities needed to maintain the achieved market and competitive position. For the assessment of business strategic feasibility company before new product development should en sure whether they have enough technological and human resources to manage business functions effectively or not. However, Marks and Spence assessed all of these aspects at the planning phase of new product line which ensured that organisation have feasibility to manage specific strategic changes effectively with respect to timing. In consideration to qualitative and quantitative aspects of strategic proposal it is evaluated that with new product and market Development Company can
Leadership plays an important role in managing the organizational culture. Changing an organizational culture involves strategic planning with long term vision (Kreitner, 2013, p.73). I would recommend Johnson to improve the organizational culture at J.C. Penney, provide artifacts of the company’s goals and culture. Artifacts can be easily observed, changed, and distributed. Communication and collaboration of employees is also very important.
Information Management Strategy is designed to provide a vision, priorities and plan for the best use of the company information assets. It aims to position the company for the future, taking an overall issues, sustainable approach to the development of robust systems infrastructure, good information governance, and an organisational culture of information sharing. There is a lot of tools can be used in this company to improve their management, technology, marketing and so on. All of this tools will come from a chapter that we learn. 1) IT Infrastructure and Support Systems.
The part of central belief system is to lead and stimulate, not to separate; it's altogether possible that two organizations can have a similar center values or reason. Central belief system require just be important and inspiring to individuals inside; it require not empower to all outsiders. The impact core ideology has on individuals outside is less critical and ought not be the main element in recognizing the core ideology. Center belief system consequently affects a crucial part in figuring out who's inside and who's outside the organization. A particular and well - explained ideology draws in individuals to the organization whose individual abilities are perfectly suited with the organization's values and, alternately, refuse those whose individual virtues are
• They should develop the policies, strategies, and structures that transform the guiding ideas into business initiatives. • They must create effective learning processes through which the policies, strategies, and structures can be continuously improved . Also in the definition of strategic leaders, both management as well as leadership elements are part of the task spectrum of a leader. For this book, this model of the connection between leadership and management is adopted. Summary In ancient work a number of characteristics of current management thinking can already be found.
These resources can be for example the public, legislation, insurance companies, trade unions, economic and commercial stakeholders Hughes and Ferrett, (2009). External factors are sometimes known to be what cause businesses and organisation to make mistakes or to behavior accordingly because everyone is watching their every move and step This too can create gaps and pressure for oganisations and businesses which may affect its safety culture. There are two main outcome of safety culture factors the can influences and impact a organisation or business. These two outcome are positive impact or negative impact, which shapes the way a company manage its resources or its downfall. It's safe to say that each organisation safety culture will differ in terms of attitude, behaviour or productivity, this too often depends on the structure of the organisation and it targets Hofstede and Gert Jan Hofstede, (2012) This paper will explore safety culture as management human error(internal) and legislation (external) that influence organisations or businesses way of doing things.
Team managers must hold a team together when different levels of trust, experiences, expectations, personalities and cultures clash (Joinson, 2002). Management styles that worked successfully with traditional teams is often not effective in leading virtual teams (Ferreira, et al., 2012). Hence, managers being used to keeping tabs on employee’s progress can feel uncomfortable in the beginning and need to change their management style. According to Anderson, a balance between a transactional and transformational approach has to be found (Anderson, 2012). This means that on the one hand administrative matter are addressed and tasks are optimized to maximize efficiency, on the other hand the ideas of team members and suggestions need to be