Review of Organizational Culture Theroy

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Review of Organizational Culture Theory 1.1.1 Definition Of Leader And Leadership What is the definition of leadership? Gary Yukl (2006) defines that leadership as “the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives” (p. 8). First and foremost, the manager should have high ethical level. The manager has to talk frequently and applied ethical values and ethical commitment in an organization. They also can predict ethical dilemma that occurs in an organization, give talks about how to apply ethical values in team works and identify the identical issue whey they do arise. Secondly, they have to manage with high emotional intelligence. EQ is the effective way one of one person when interacting with others, to handle themself, to motivate others, to understanding what his own feeling and can challenge themself to achieve their goals in life. Without EQ, leaders will not have the skill to transform employees’ perceptions. Compare to leaders with low emotional intelligence (EQ), they have the weakness in how they handling other employees, as documented by Daniel Goleman. Thirdly is build trust among employees in organization. Manager need to builds trust among employees, be supportive and honestly judging the production of the employees, be consistent in managing the company, so that, the good culture will sustain. The fourth approach is developing visions for the future. If the managers and employees have a common goal, and it is communicated well, then it is possible for them to support each other. When we have a positive vision of the future, it will enable the unwanted change p... ... middle of paper ... ... as the best in customer service. 2.0 LITERATURE REVIEW A strong and vibrant corporate culture is – like many of the more complex facets of HR – hard to grasp. Immeasurable by analytics or statistics, it is a powerful tool that HR professionals sometimes struggle to sustain. For D’neale Prosser, HR manager at IKEA Brisbane, the path to a strong culture starts with establishing some core values. “I think it is very much about the humble beginnings of our company,” she told HC. “The true IKEA spirit is still built on our enthusiasm our constant strive for renewal, cross-consciousness and simplicity in the way we do things.” (HCA 2013). 3.0 CONCLUSION 4.0 REFERENCES 1. HCA 2013, Creating and sustaining a strong corporate culture. Available from: http://www.hcamag.com/hr-news/creating-and-sustaining-a-strong-corporate-culture-179289.aspx. [12 Sep 2013].

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