HI6005 Group Report: Organizational Culture in a Global Environment
VerifiedAdded on 2022/09/25
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This report delves into the multifaceted concept of organizational culture, defining it as the values, behaviors, and interactions shaping a company's environment. It explores various dimensions of organizational culture, including detail orientation, aggressiveness, people orientation, team orientation, and social responsibility, providing real-world examples such as Four Seasons Hotels, Reliance Jio, Zappos, and Google. The report emphasizes the critical importance of a healthy organizational culture, highlighting its role in fostering employee respect, teamwork, reduced human resource costs, attracting and retaining talent, increased productivity, and enhanced financial growth and brand reputation. The document also includes references to academic sources supporting the presented information.

CORPORATE OR
ORGANIZATIONAL
CULTURE
A GENERAL FRAMEWORK
ORGANIZATIONAL
CULTURE
A GENERAL FRAMEWORK
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Organizational Culture:
• Organizational or corporates culture refers to the values and behaviors involved
in the structural of and organization, contributing in the making of the
environment of the organization.
• The interactional process, the knowledge created within the organizational
structure, and the organizational changes taking place within the organizational
structures, all contribute in the making of the organizational or corporate culture.
The shared values and beliefs and the principles, governing within the
organizational culture and structure, also influence the cultured of an
organization.
• The organizational culture can be defined as a system of shared values, ideas and
beliefs, developed within and by the organization, that characterizes and guide
the behavioral aspects of the members of the organization.
• Organizational or corporates culture refers to the values and behaviors involved
in the structural of and organization, contributing in the making of the
environment of the organization.
• The interactional process, the knowledge created within the organizational
structure, and the organizational changes taking place within the organizational
structures, all contribute in the making of the organizational or corporate culture.
The shared values and beliefs and the principles, governing within the
organizational culture and structure, also influence the cultured of an
organization.
• The organizational culture can be defined as a system of shared values, ideas and
beliefs, developed within and by the organization, that characterizes and guide
the behavioral aspects of the members of the organization.

Organizational Dimensions:
Detail Oriented:
• Detail Oriented refers to the precision and the meticulous attention that are provided by the
companies towards their services. Various organizations include, as their strategy,
transparency.
• For example, the organization, Four Seasons hotels, include the details of their services while
promoting for their business. The organization not only include a detail of their services, but
they also keep the customer records, in order to deal with any kind of discrepancies in the
business conduct.
Aggressive:
• Some organizations focus on the competitive aspects and values the factors of competitions
that are available, and believe that competition is the key for success.
• One of the prime examples is the Reliance Industries, or rather Reliance Jio services. The
owner of the company strongly believes in the factors of competition.
Detail Oriented:
• Detail Oriented refers to the precision and the meticulous attention that are provided by the
companies towards their services. Various organizations include, as their strategy,
transparency.
• For example, the organization, Four Seasons hotels, include the details of their services while
promoting for their business. The organization not only include a detail of their services, but
they also keep the customer records, in order to deal with any kind of discrepancies in the
business conduct.
Aggressive:
• Some organizations focus on the competitive aspects and values the factors of competitions
that are available, and believe that competition is the key for success.
• One of the prime examples is the Reliance Industries, or rather Reliance Jio services. The
owner of the company strongly believes in the factors of competition.
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Organizational Dimensions:
People Oriented Company:
• People Oriented company or the people oriented organizational
culture refers to the culture of an organization that focuses more on
the employees and care for the organization’s members.
• Zappos is essentially people- oriented organization, who essentially
focuses on the employee needs. They have tailor made training
programs and vocational plan and skills and the organization
essentially work towards maintaining values and ethics within the
organization.
People Oriented Company:
• People Oriented company or the people oriented organizational
culture refers to the culture of an organization that focuses more on
the employees and care for the organization’s members.
• Zappos is essentially people- oriented organization, who essentially
focuses on the employee needs. They have tailor made training
programs and vocational plan and skills and the organization
essentially work towards maintaining values and ethics within the
organization.
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Organizational Dimensions:
Team Oriented:
• A team oriented organizational culture refers to the organizational
processes where the roles and the job responsibilities are divided
among the teams.
• Google is the best example for this kind of organizational culture.
Google is counted as the one of the first organizations to include such
an approach within the organizational conducts. They involve teams,
who are given different and diversified job responsibilities.
Team Oriented:
• A team oriented organizational culture refers to the organizational
processes where the roles and the job responsibilities are divided
among the teams.
• Google is the best example for this kind of organizational culture.
Google is counted as the one of the first organizations to include such
an approach within the organizational conducts. They involve teams,
who are given different and diversified job responsibilities.

Organizational Dimensions:
Social Responsibilities:
• The corporate social responsibilities are a part of the organizational
culture. These responsibilities include doing charities, conducting
social works and helping the government to make the society and the
life of the neglected people better.
• Everyone knows about the Bill and Melinda Gates Foundation, and
everyone knows the kind of work this particular non- governmental
organization does, therefore, this creates a trust among the customers
towards the organization.
Social Responsibilities:
• The corporate social responsibilities are a part of the organizational
culture. These responsibilities include doing charities, conducting
social works and helping the government to make the society and the
life of the neglected people better.
• Everyone knows about the Bill and Melinda Gates Foundation, and
everyone knows the kind of work this particular non- governmental
organization does, therefore, this creates a trust among the customers
towards the organization.
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Importance of Organizational Culture:
• In a healthy organizational culture, each employee respects and values each other regardless of
their personal duty and target, work as an integrated team to meet the need of the
organization as well as of their own thus improving their own performance as well as the
company’s.
• A healthy corporate culture plays an important role in reducing human resource cost by
retaining skilled employees within the company for a longer period of time. Healthy
organizational culture attracts talent and succeed to retain them.
• A healthy corporate culture inculcates the quality of working as a team rather than working as
individuals which is important for increased productivity of high quality.
• With increased financial growth a company easily earns a positive reputation in the market. A
well-regarded business reputation helps in allowing the company to charge a little more for its
quality products or services which increases the value of the company in the financial market
helping it earning a “brand value” that attracts more investors and opportunities for the
company.
• In a healthy organizational culture, each employee respects and values each other regardless of
their personal duty and target, work as an integrated team to meet the need of the
organization as well as of their own thus improving their own performance as well as the
company’s.
• A healthy corporate culture plays an important role in reducing human resource cost by
retaining skilled employees within the company for a longer period of time. Healthy
organizational culture attracts talent and succeed to retain them.
• A healthy corporate culture inculcates the quality of working as a team rather than working as
individuals which is important for increased productivity of high quality.
• With increased financial growth a company easily earns a positive reputation in the market. A
well-regarded business reputation helps in allowing the company to charge a little more for its
quality products or services which increases the value of the company in the financial market
helping it earning a “brand value” that attracts more investors and opportunities for the
company.
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References:
Goetsch, D.L. and Davis, S., 2014. Quality management for organizational excellence: Introduction to total quality.
Cameron, K., 2015. Organizational effectiveness. Wiley Encyclopedia of Management, pp.1-4.
Hogan, S.J. and Coote, L.V., 2014. Organizational culture, innovation, and performance: A test of Schein's
model. Journal of Business Research, 67(8), pp.1609-1621.
Jones, G.R., 2013. Organizational theory, design, and change. Upper Saddle River, NJ: Pearson,.
Schneider, B., Ehrhart, M.G. and Macey, W.H., 2013. Organizational climate and culture. Annual review of
psychology, 64, pp.361-388.
Bortolotti, T., Boscari, S. and Danese, P., 2015. Successful lean implementation: Organizational culture and soft lean
practices. International Journal of Production Economics, 160, pp.182-201.
Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning.
Awadh, A.M. and Alyahya, M.S., 2013. Impact of organizational culture on employee performance. International
review of management and business research, 2(1), p.168.
Osland, J., Devine, K. and Turner, M., 2015. Organizational behavior. Wiley Encyclopedia of Management, pp.1-5.
Putnam, L.L. and Mumby, D.K. eds., 2013. The SAGE handbook of organizational communication: Advances in theory,
research, and methods. Sage Publications.
Goetsch, D.L. and Davis, S., 2014. Quality management for organizational excellence: Introduction to total quality.
Cameron, K., 2015. Organizational effectiveness. Wiley Encyclopedia of Management, pp.1-4.
Hogan, S.J. and Coote, L.V., 2014. Organizational culture, innovation, and performance: A test of Schein's
model. Journal of Business Research, 67(8), pp.1609-1621.
Jones, G.R., 2013. Organizational theory, design, and change. Upper Saddle River, NJ: Pearson,.
Schneider, B., Ehrhart, M.G. and Macey, W.H., 2013. Organizational climate and culture. Annual review of
psychology, 64, pp.361-388.
Bortolotti, T., Boscari, S. and Danese, P., 2015. Successful lean implementation: Organizational culture and soft lean
practices. International Journal of Production Economics, 160, pp.182-201.
Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning.
Awadh, A.M. and Alyahya, M.S., 2013. Impact of organizational culture on employee performance. International
review of management and business research, 2(1), p.168.
Osland, J., Devine, K. and Turner, M., 2015. Organizational behavior. Wiley Encyclopedia of Management, pp.1-5.
Putnam, L.L. and Mumby, D.K. eds., 2013. The SAGE handbook of organizational communication: Advances in theory,
research, and methods. Sage Publications.
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