Guo & Feng (2014) explains that a culture has set of elongated held values, beliefs, expectations, and practices shared by a group that signifies what is important and influences how an organization operates. Therefore, a culture is a consequence of customs, traditions, ideals, ethos, values, and norms of conduct that have existed for many years. Thus, a culture promotes certain norms of conduct, and leaders who manage operations are affected by their law of the land, require the highest level of individual and organizational discipline along with moral values. However, the law of land is the standards of conduct that structures the discipline imperative to which individuals must adhere. The moral and ethical tenets of this standard characterize …show more content…
It engages the hearts and minds of the organization so that they are committed to the new vision, direction and values and inspired to do their best work. Through interviews, assessment tools, various engagement activities and seminars, all partner with clients to develop highly effective growth strategies and self-sustaining, intentional cultures.
Henry (2011) presents the probable difficulties of how organizational culture influences the implementation of succession planning, a critical requirement of organizational longevity. Organizational culture as a contextual factor in succession planning has not been rigorously researched. It is, however, an important area for study and theory generation. An understanding of the cultural context within which a succession planning system operates may serve to enhance the implementation, utilization, and change of succession planning systems in organizations.
To develop an understanding of the role organizational culture plays in how executives and managers influence the implementation of succession planning programs resulting in an executive level succession. Henry (2011) mentions a conceptual model of the succession planning research to date that highlights the antecedents, events and consequences, as well as their mediating contingencies, within the succession planning
As we know that a company’s culture, particularly during its early years, is greatly a reflection of the personality, background, and values of its founder or founders, as well as their vision for the future of the organization. When entrepreneurs establish their own businesses, the way they want to do business determines the Organization’s rules, the structure, and performance evaluation in the company and the people they hire to work with them. This is very much evident in the case o...
In business, creating a culture of ethical behavior and productivity are two of the most important elements in daily operations. There are deferring opinions on how to establish those standards. One standard is universal in which human rights are general and should apply to every human being or having a one-size fits all standard of practice (Hugh, M.C., 2002). For example, an organization could great a set of ethical standards that universal and standard to apply to its members. However, the opposing view is cultural relativism, where the view that all values are meaningful only within specific cultures (Hugh, M.C., 2002). In other words, each culture defines what is right and what is wrong. Applying this to business, an organization can create ethical standards that are specific to their service line and provide specificity to members about their services, behavior, and social
Valentine, D. (2011) Maintaining organizational culture through leadership succession planning. Franklin Business & Law, 2011(4), 103-109.
Leadership and organizational culture have direct influence on an organizations performance, thus effecting the quality, cost and effectiveness of the organizations strategic plans and missions. Organizational culture (OC) can be the established set of patterns, believes or “norms” that exist with an organization. An organization’s cultural environment can either increase or reduce employee stress. This stress can then in turn take a dramatic toll on individuals creating additional employee stressors. Obviously eliminating stress is simply impossible, but the best managers are
In business, organizational culture is the shared assumption, values and beliefs with dictates the behavior of those within the organization. Three levels of culture interact with one another and influence behaviors in organizations: observable artifacts, espoused values, and enacted values (Baack, 2012). Every organization develops and maintains its own unique culture which serves as base for guidelines and boundaries for influencing member behavior. In my current employment with The Salvation Army, the organizational culture -- beyond the religious side -- continues to embody what founder William Booth wanted to accomplish --meet human needs.
In any firm, having an effective management culture is critical to a firm’s success. But once you look at this topic on an international scale, culture can change based on what is right and wrong in a different country. To demonstrate this theory, I have interviewed two different people who have either came to work in the United States from another country, or born domestically and have experience working abroad. One of them is my father, James Lai (Exhibit A); he is an immigrant from Hong Kong, China and have worked extensively in the graphics design industry for many large companies. Some of these companies that he has worked for includes the following: Toymax (now currently a subsidiary of Jakk Pacific Inc.), TecnoZone, The Zone & ENE Group
In order for a business to be successful it must have a strong policy on business ethics in place and a culture that is developed based on core values that should be clearly defined. An organization must do everything within its control to uphold promises made to employees as well as commitments to partners, such as the community where they are located. When the culture, ethics and core values are threatened it is imperative that the organization have a policy in place to address these concerns.
(2014) is “the way in which leaders interact, make decisions, and influence others in the organization” (p 237). The culture needs to foster cooperation from all areas of an organization, while providing the ability for adaptation and growth. Not all organizations culture will be the same, there is not a correct one that can blanket all organizations to cozy success. (3) Talent Systems. Human capital drives all organizations, the right people need to be in the right jobs with the correct opportunities for growth and advancement. There must be a constant search for strategic thinkers and leaders able to step up with called upon. The authors mention “Talent Sustainability” (p. 248), there must be enough qualified employees ready to move up so the organization will not stall while searching for others to replace others due to attrition, or other opportunists. (4) Organizational Design, must take a number of variables into account while providing structure to an organization. Hughes et al. (2014) state “the design of the organization is a trade-off between options, each with advantages and disadvantages” (p 253). The correct design can help clear the hierarchy of an organization and the proper channels for
The concept of organizational cultures was first raised in 1970s, and soon became a fashionable topic. Organizational culture is the shared beliefs, values and behaviours of the group. Theorists of organizations believe that organizational culture represents the pattern of behaviours, values, and beliefs of an organization. Hence, studies around organizational culture have been seen as great helpful and essential for understanding organizations and their behaviours. Additionally, organizational culture has been considered to be an important determinant of organizational success. Therefore, leaders and managers pay more than more attentions on this topic, focusing on constructing and managing organizational cultures.
Succession planning is a process used by small and large companies to provide for the future by ensuring that employees are recruited and trained to fill key role in the company. The company invests in current employees to take over key positions in the event of downsizing in management personnel, retirement, or death. Through the succession planning process; executives must recruit top employees, develop their knowledge, skills, and abilities (KSA) and prepare them for promotions in more challenging positions within the company. Through the implementation of succession planning, the employees will appreciate the time and training the company has invested in their success; therefore, ABC Aircraft will retain top employees. When developing a successful succession plan, it is important to identify long-term goals and hire top employees.
Lately, the succession planning has taken on a new and higher visibility as organization’s board members are seeing the value of it by learning from the triumphs of other organizations. Succession planning is an ongoing dynamic process that prepares an organization for future critical vacancies by assisting in aligning organizational goals and its human capital needs (Kowalewski, Moretti, & McGee, 2011). Succession planning is becoming a must haves in order to provide the continuity and future success (Walker, 2005). An organization should have a written succession plan, which addresses possible contingencies for the possible reasons of positions getting vacated in the future, for all the levels, not just the senior level positions. Every employee contributes to the overall success of the organization, hence, every position should be treated important and backed up by a thoroughly thought out succession plan. A succession plan should be dissected into smaller more manageable steps for professional to
Organizational culture is the key to organizational excellence and leadership is a function to create and manage culture (Chen 1992). Organizational researchers have become more aware of the importance of understanding and enhancing the cultural life of the institution. "This study is one of a group of companies with high-performance in North America, interest in organizational culture is an important element in organizational success. Tesluk et al (1997). Looking at the" soft "of the organization, the researchers claim that" the organizational culture may be suitable for a means to explore and understanding of life at work, and make them more humane and more pronounced (Tesluk et al, 1997), and the graves (1986) also stressed the importance of corporate culture, and the need for research strategies and methods of investigating the various elements and processes of the organizational culture. He argued the culture that meets the basic needs of belonging and security in an attempt to describe this gathering that culture is "the only thing that distinguishes one company from another gives them coherence and self-confidence and rationalises the lives of those who work for it. Standard that may seem random, is to enhance the life to be different, and safe to be similar, and culture is a concept that provides the means to achieve this compromise (p. 157).
Culture varies from one organization to another as it is shaped by the values and beliefs of the people working there. As it progresses over the years, it takes form in such a way that it works or performs in a manner to regulate behavior, action and decision making processes within the organization. It not just includes written rules and regulations, but also the behavioral aspects faced by each one on a day to day basis.
, Love and Kindness, Courage and Integrity (Kerns, 2003). Furthermore, the key to success in developing and maintaining the culture is constantly measuring, tracking, and enhancing organization’s practice of ethical behavior. Executives and organizations that do not make an ethical culture an enduring precedence risk long-term business complications. Ethical culture is the single major element in discouraging misconduct, and bad conduct by even a small number of employees can jeopardize a company (Ethics Resource Center,
First, these organizational cultures have considerable effects on the interactions between people and groups as well as with other stakeholders. As previously mentioned, organizational culture has a considerable impact on the behaviors of people within the organization. The impact of these organizational cultures on people’s behaviors originates from its representation of beliefs, principles, and values of organizational members. These principles, values, and beliefs in turn act as the basis for defining and establishing collective appropriate behavior within the