TITLE

CHAPTER 7: In the Corporate Culture

PUB. DATE
January 2003
SOURCE
Fell's Official Know-It-All Guide: Let's Get Results, Not Excuse;2003, p61
SOURCE TYPE
Book
DOC. TYPE
Book Chapter
ABSTRACT
The article informs that understanding of corporate culture is instrumental in fixing the problems that exist in the organizations. If the corporations in the U.S. are going to compete and win in the global marketplace, they must become acutely aware of the seriousness of the cultural issues that exist in the organizations. Corporate Culture can be defined as the spoken and unspoken in an organization that set the standards for how things are to be done--the company ethos. Every place of business has its characteristic ways of thinking, valuing, making decisions, and behaving. Whatever these standards are determine how people look at situations, interpret information, communicate and act. Tradition plays a large part, not only in establishing corporate culture, but also in perpetuating it. Very few people today would take issue with the notion that it is important to be proactive in business to make things happen rather than wait for them to happen. However, making proactivity a formal written part of the corporate culture will not by itself make people more proactive.
ACCESSION #
19852337

 

Related Articles

  • Organizational Culture: 'Getting a Fix' on an Elusive Concept. Duncan, W. Jack // Academy of Management Executive (08963789);Aug1989, Vol. 3 Issue 3, p229 

    Research shows that many executives believe organizational culture is real and strong cultures can positively or negatively affect the bottom line. However, if culture is to be managed, as other aspects of organization are, we must refine our ability to describe it, measure it, and alter it in...

  • WHAT ABOUT US? RELATIVE DEPRIVATION AMONG OUT-GROUP MEMBERS IN LEADER-MEMBER EXCHANGE RELATIONSHIPS. BOLINO, MARK C. // Academy of Management Annual Meeting Proceedings;2007, Vol. 2007 Issue 1, p1 

    Using relative deprivation theory, this paper examines situations in which out-group members in leader-member exchange (LMX) relationships may feel disappointed with their outgroup status. The paper also seeks to understand the ways in which employees may respond to feelings of relative...

  • THE IMPACT OF IMPLEMENTING MINOR IDEAS WITHIN COMPANIES. Corina, Dumitrescu; Marilena, Dumitrache // International Conference on Economics & Administration Proceedin;Nov2011, p317 

    Dealing with an ever demanding competition, companies have had to find solutions to survive and to increase their competitiveness. Minor ideas and suggestions from employees can have a huge potential on the performance and on the development capacities of a company. This paper highlights the...

  • Integrating Integrity: Strategic Compliance Training at AOL. Jones, Tegan // Chief Learning Officer;Aug2007, Vol. 6 Issue 8, p24 

    The article offers information about the strategic compliance training at AOL LLC in the U.S. According to the author, AOL's compliance training covers everything from discrimination to anti-trust laws. The Standards of Business Conduct standards of AOL tell employees how to maintain a...

  • Is your business a cool place to work?  // Crain's Detroit Business;8/29/2005, Vol. 21 Issue 35, p8 

    The article presents information related to coolest places to work in Michigan. The periodical published the summaries of about 150 more companies listed in its "Cool Places to Work," package at www.crainsdetroit.com. Employees who nominated their employers said cool places valued employees,...

  • How to Create a Place Where People Love to Work. Yerkes, Leslie // Journal for Quality & Participation;Winter2003, Vol. 26 Issue 4, p47 

    Focuses on the integration of fun with work. Companies that exhibit the integration of fun and work; Principles in integrating fun and work; Changes in the attitudes toward work.

  • Determinants of Management Styles in Business and Nonbusiness Organizations. Chitayat, Gideon; Venezia, Itzhak // Journal of Applied Psychology;Aug84, Vol. 69 Issue 3, p437 

    Bass and Valenzi (1974) postulated that power and information are major factors in determining the extent to which five leadership styles are used and presented a set of hypotheses concerning the way power and information affect these styles. This study set out to test the Bass-Valenzi...

  • DOES THE THINKING OF YESTERDAY'S MANAGEMENT GURUS IMPERIL TODAY'S COMPANIES? Namaki, M. S. S. el // Ivey Business Journal;Mar/Apr2012, Vol. 76 Issue 2, p10 

    The article reports on the most frequently applied management concepts. It is said that the most frequently applied management concepts are Ansoff's Matrix, Porter's Five Forces competitive analyses and Drucker's Management By Objectives. However, these concepts are incubated and given meaning...

  • Lessons You Can Learn from the Opposite Sex. Stattler, Elaine // Managing People at Work;Sep2012, Issue 366, p3 

    The article offers lessons that must be learned regarding gender's management style. It states that men and women have very different styles of management, and research shows that there are two styles of management that exist such as the transactional model of management and the transformational...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics