It is widely recognized that organizational culture has an impact on project performance (Brown, 2008; Andersen et al., 2009). Many studies have been carried out and several dimensions of organizational culture have been investigated, e.g. the organizational strategy, structure, culture, systems, behavioral patterns and processes of an organization, thereby determining the internal environment required for project management to be successful. A study of the literature reveals there are three types of organizational culture impacts: i. Corporate culture with an indirect influence – several authors have looked at different aspects of corporate culture having an indirect influence on project success, such as: how decision-makers respond to
It is so important because to most people experiences in an organization influences how they evaluate their own individual achievements and self-worth. However, the question is how people relate to developing competencies in communication of excellence in an organization (Watson, 2013). Organizational experiences of an individual results from the preferences, beliefs, abilities, and attitudes the employee brings t the organization, what types of relationships in organizations the individual develops, and how the organization plans to influence a person. Each individual brings to the organization their personal needs, communication competencies, predispositions for behaviour, skills and expectations (Ott, 2005). Individuals also create relationships with theirs, supervisors, customers, vendors and employees that become primary sources of information about all organizational aspects (Milkman,
According to Schein (1985), organizational culture has a minimum of two levels: objective and subjective. Objective aspects include office location, physical setting, office decor, etc., while the subjective level includes shared values and beliefs. Singh (2005) argues that the culture is unique to each organization and is simply reflected in the way things are done. Corporate culture therefore consists of the beliefs and practices, such as values, communication patterns, policies, religion, leadership style, motivation factors, and rituals that are shared my most members and influence their behaviour (Baker, 1980; Singh, 2005; Deal and Kennedy, 1982). National culture and organizational culture are tightly interrelated, because values, beliefs and norms that are rooted in a country’s culture influence that of an organization originating or located in this country (Lindell and Arvonen, 1996).
Start your report using the four processes of operations strategy stages, and how these apply to your chosen organisation. a. Operations strategy formulation b. Operations strategy implementation c. Operations strategy monitoring d. Operations strategy control 3. Analyse the different business/competitive strategies the organisation might employ using the different operations objectives.
Introduction The way that many leaders and managers in the workplace lead their employees or staff can affect the daily running of the organisation. It is important to stress and distinguish the different roles that leaders and managers play in a structured organisation. According to Sharma and Jain (2013:309), these two roles work well together and should not be separated. The main role of a leader is to motivate and inspire while the manager is responsible for co-ordinating, planning and organising (Sharma and Jain, 2013:209). Booysens (2005:417) well defined a leader as an individual that directs a group’s behaviour in order to reach a common objective or goal.
The manager and leader try to ensure that the staff are motivated, committed and engaged. Thus, to foster teamwork spirit by understanding the motivation of each person, correct weaknesses, challenges affecting the paralegals and associates a personal evaluation of the organizational review will be conducted on a quarterly basis. This has created new
A company practicing it aims at meeting the consumer expectations and needs better than its competitors. Companies that practice the concept have a customer focus apply competitor intelligence, and inter-functional coordination. Societal orientation focuses on three aspects. It delivers superior value as it aims at meeting the customers’ needs, the company’s objectives and the human welfare. Societal philosophy has a greater advantage over other philosophies as it creates a long-term relationship (Jayachandran,
There were transactional and transformational were found to have direct relationship with employees’ job satisfaction. There is a lot of research conducted focusing on transformational leadership among employees’ in organization. Transformational leadership is a style that motivates followers by appealing to higher ideals and moral values (Katherine J.Barker and SUNY Fredonia, 2007). Besides that, according to Avolio, Bass, and Jung (1997) there are four dimensions of transformational leadership. There are idealized influence, inspirational motivation, intellectual stimulation and individualized consideration (M.L.
The theory also proves that there is a relationship between strong corporate culture and organization performance or profits. The observation is that if the organization and its employees share a common culture the environment makes it easier to share common goals and to follow suitable procedures in achieving them. A collective culture also has positive impact on motivation in an
If an organization implements internal marketing then the organization is upgrading job satisfaction for employees which will lead definitely to enhancing the performance of the organization this is the result of a lot of researches (Tansuhaj et al. 1991; Rafiq& Ahmed, 2000; Conduit and Mavondo, 2001). An empirical study conducted on the impact of internal marketing factors on job satisfaction at commercial bank of revealed that the motivation factors, training programs, internal communication and selection and placement ,performance management system have highest influence on job satisfaction and motivation (as cited by Rajyalakshmi and Kameswari (2012)).In a study by Al-Borie (2012) to examine the impact of internal marketing on job satisfaction and organizational commitment of the teaching hospitals in Kingdom of Saudi Arabia. The independent variables are internal marketing factors was represented by these variables namely selection and appointment, training and development, organizational support, incentives and motivation, and retention policy, The research's findings showed that internal marketing had a positive effect on Saudi teaching hospitals physicians' job satisfaction, and organizational commitment. Internal marketing has a positive effect on the job satisfaction of hospital staff in Northern Greece.