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Organizational Culture

Organizational culture can be difficult to define with a company. This is because most organizations have multiple cultures. These cultures may vary as much as the wind chill factor on a gusty day. Depending upon which department is examined, the dynamics of the employees and their relationship to the manager’s leadership style can all change the subcultures working in an organization. Collectively these will all have an impact on the overall organizational culture. Organizational culture refers to the “unwritten, often unconscious message that fills in the gaps between what is formally decreed and what actually takes place; it involves shared philosophies, ideologies, values, beliefs, expectations, and norms”. (Deshpande)

Why is the culture of an organization a topic of discussion when reviewing quality issues? On the surface it would seem that these are unrelated topics. But, organizational culture can provide a useful framework for measuring effectiveness. In this scenario, effectiveness is equal to providing a product to the customer which performs within the advertised labeling expectations. Organizational effectiveness and defining organizational culture involves four functions:


4. Collateral Organization: Define how the new culture will be

Short, Larry E.; Ferratt, Thomas W., “Work unit culture: Strategic starting point in building organizational change” Management Review, Aug84, Vol. 73 Issue 8, p15, 5p

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Approximate Word count = 814
Approximate Pages = 3 (250 words per page double spaced)


  

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