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.
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.
Deetz defines internal communication as “a way to describe and explain organizations” (Jublin & Putnam, 2001). It specifies that communication is the central process through which employees exchange information, create relationship, and build meaning, values, and an organizational culture. Smythe (1996) argues that the challenge is not only managing media and using more media, but reducing communication pollution and discipline the torrent of information from management in order to increase individual
Organizational Structure and Culture are directly linked to Organizational Performance. To explain further here are my findings 1. Organizational Culture: One theory that is common in the literature is the strong culture theory. This theory assumes that if managers and employees within an organization are fully committed to collective principles, customs and morals this will result in positive outcomes in the organization. The theory also proves that there is a relationship between strong corporate culture and organization performance or profits.
Before I attend to this class, I think Organizational Behavior (OB) is a concept how behavior affects the management, leadership and relationship among people in an organization resulting from the meaning of OB word by word. Nevertheless, this assumption was changed after I attend the Organizational Behavior class, which has the subject code BUS 314 thanks to my lecturer- Mr. Nguyen Dinh Hoang, who put huge efforts to inspire me to learn this subject. At the beginning of this course, he drew an overview of Organizational Behavior, is a field of study that explores the impact of three determinants: individual, groups and structure of an organization. Furthermore, OB investigates the study of what people do in an organization as well as help them to recognize how their behaviors impact on the organization performance (Judge & Robbins, 2013). That the reasons why OB plays a significant role in business.
LITERATURE REVIEW AND THEORETICAL DEVELOPMENT Core competency Much of the research on competitive advantage centred on core competencies as a significant source of that advantage, core competencies embrace the particular set of skills and resources affirm possesses as well as the approach those resources are accustomed produce outcomes (Fiol, 2001). The concept of core competency, as basic to organizational renewal and as a driving force behind strategic amendment, interests each managers and scholars. It is a complex and challenging concept: it 's tough to specify in theory, to identify empirically as a development, and to apply in practice. Scholars have recently recognized these issues generally conceptual discussions (Hafsi and Thomas, 2005)
An organization therefore acts as typical stage where individuals from different foundations come together and act as an aggregate unit to accomplish certain destinations and targets. Organizational culture bring about a pattern of basic assumptions invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid, and therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems (Schein
The normative commitment proposed by the Allen and Mayer's model will be used to measure organizational commitment. This study will do in the quantitative method and using the SPSS analysis software to analyse the data. 1.8 Significant of study From this study can understanding the changes in organizational culture and affect the commitment of employees. Organizational culture is a significant effect on how employees view commitment, and how values and philosophy guide the employees’ performance in the organization. However, the employee commitment is important to ensure the successful implementation of the organizational plans and policies.
Culture reflects regular perspectives about how the organization affects and supports the society and other local cultural behavior. It is an inner domain of an Organization. The culture differs on both internal and external factors the inside culture is more as like the corporate culture. Culture licenses individuals to perform open qualities, so their practices can impact of an organization. The enterprise always includes many different culture inside them, it is all based on what and which type of culture is strongly maintained.The best equation of Peter and Kyle would be their improvement and standard they maintained over the quality of the product with good customer service.
Neal, Griffin & Hart (2000) first proposed that organizational climate has a significant impact on safety climate and safety performance. Organizational climate referred to leadership, roles, and communication (James & McIntyre, 1996) which can influence the interactions among employees (Griffin & Mathieu, 1997), attitudes towards organizational achievement (Griffin, 1996) and affective responses to work environment (Michela et al., 1995; Hart et al., 1996a). Organizational climate was perceived by the significance of the environment for individual values, and it exerted a strong impact on individual motivation to achieve job performance (Brown & Leigh, 1996). Besides, Morrison et al. (1997) suggested that organizational climate can have effect on knowledge and skills by increasing participation in training.