Values and Culture in Organizations: Public and Private Sectors
explanatory Essay
2933 words
“How are values formed in organizations and how are they linked to organizational cultures? Do public sector organisations differ from private sector ones in these aspects?” Stan Slap, author of The New York’s Times Bestseller list, ‘Bury My Heart at Conference Room B’, said that “the purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.” In any organization, public or private, it is important for public sectors and leaders to maintain a moral compass that would inspire, lead, guide and provide a solid foundation and some sense of security for organizations to navigate massive or significant transformational changes, such as Acts and Ministries enacted by the government (Brinkley 2013). In the context of organizational culture, I will attempt to define values as “the unspoken rules and subtle cues from leadership that guide people’s behaviors and tell them how to act to be effective in a particular environment,” (Tucker 2012; Brinkley 2013). Another similar definition BusinessDictionary.com (2014) defines values as “important and lasting beliefs or ideals shared by the members of a culture about what are good or bad and desirable or undesirable.” Values are crucial as they form the base of culture, and culture is what drives performance. Schein (1985) explains that organizational culture is defined as a set of beliefs, values, and assumptions that are shared by members of an organization. These underlying values have an influence on the behavior of organizational members, as people rely on these values to guide their decisions and behaviors (Schein 1985; Gregory et. Al 2009). An organization’s values and culture determine what is replaceable and what is es... ... middle of paper ... ...mbridge: Polity. Moore, M.H. 1995.Creating Public Value: Strategic Management in Government. Cambridge, MA: Harvard University Press. Ranson, S., & Stewart, J. 1994. Management for the Public Domain. London: Macmillian. Rainey, Hal G., and Young Han Chun. 2007. "Public and Private Management Compared."Oxford Handbooks Online. 1 May. 2014. http://www.oxfordhandbooks.com/view/10.1093/oxfordhb/9780199226443.001.0001/oxfordhb-9780199226443-e-5 Sankar, Y. 1988. Organizational culture, values, and ethics.International Journal of Value-Based Management 1 (1): 9-26. Schein, E.H (1985), Organizational Culture and Leadership: A Dynamic View, Jossey-Bass, San Francisco, CA., . Tucker, R. B. 2012. "Making Innovation Everybody's Business." Presentation at the American College of Healthcare Executives 2012 Congress on Healthcare Leadership, Chicago, March 20.
In this essay, the author
- Explains that neo-liberal governments thought the answer to the perceived problems of state bureaucracy was cultural change. this could be coerced by privatization, imposing the disciplines of the market and bankruptcy, or isomorphic pressure on public sector organizations.
- Explains how public managers differ from other management in other settings, especially private. the similarities and differences between organizations and managers in sectors have important implications for such decisions.
- Explains the australian public service commission's "strengthening a value based culture: a plan for integrating the aps values into the way we work".
- Explains brinkley, r.w., f.a.c.h.e. 2013, "the case for values as a basis for organizational culture".
- Explains coats, david, and passmore, elanor. "public value: the next steps in public service reform."
- Explains colebatch, h. k. valuing public value: recognising and applying knowledge about the governmental process.
- Explains that delaney, senn, is the culture-shaping firm.
- Explains dingwall, robert, and strangleman, tim, 2007. "organizational cultures in the public services." oxford handbooks online.
- Explains that du gay, p., and salman, g. 1992. “the cult(ure) of the customer.” journal of management studies.
- Cites gregory, b.t., harris, s.g, armenakis, a.a. & shook, c.l.
- Describes johnson, gerry, richard whittington, and kevan scholes. exploring strategy.
- Explains rainey, hal g., and young han chun, 2007. "public and private management compared." oxford handbooks online.
- Explains that sankar, y., 1988, organizational culture, values, and ethics.
- Explains schein, e.h., organizational culture and leadership: a dynamic view, jossey-bass, san francisco.
- Presents tucker's presentation at the american college of healthcare executives 2012 congress on healthcare leadership.
- Asks how values are formed in organizations and how are they linked to organizational cultures? do public sector organisations differ from private sector ones in these aspects?
- Explains that a thriving organizational culture is one of the key drivers of business success and performance.
- Explains that an organization's values influence individual behaviors and attitudes and serve as broad guidelines within which decisions are made. culture is based on shared attitudes, beliefs, customs, and written and unwritten rules that have developed over time.
- Argues that public service is distinctive because it is characterized by claims of rights by citizens to services that have been authorized and funded through democratic process.
- Explains the australian public service commission's strategy on establishing a values-based culture as an example of how values are linked into organizations.
- Explains that effective strategic management of organizational culture is dependent on a mapping of values and ethical premises. strong, highly effective cultures are characterized by three major factors.
- Explains that values are a framework for evaluating the dynamics in organizational culture. the hierarchy of values is derived for decision-making, and the values of an organization's ethical system should focus on character.
- Analyzes the differences between public and private sector, stating that both have their administrative system and are held accountable to their principle stakeholders.
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- The Importance Of Organizational Cultureexplanatory essayA Hawthorne study conducted in 1939 was the earliest to touch on organizational culture. The study defined organization culture as 'work group culture’ (Luneneburg, 2011). Organizational culture, without a strong framework, remained as a non-expounded area of research. However, in 1980s, a resurgence of organizational culture took place. (Martin, 2004). In 1992, when Schien published a book ‘Organizational Culture and Leadership’, organizational culture was under the limelight of many researchers (Mozaffari, 2008). Organizations started emulating human like personalities and were categorized into various types. The definition of Organizational culture was later described as the common yet unique shared values among the employees of the organization that sets them apart from employees from another organization (Ojo, 2009 ; Luneneburg, 2011). Ehtesham, Muhammad and Muhammad (2011), also stated that organizational culture can be characterized as common values and principal of an organization. These principles then become a guideline in approaching any organization issues that occurs. More often, organizational culture is seen as the bridge that bonds or holds an organization strongly (Ojo, 2009). Culture is also used as a benchmark on how effective an organization is. In a research done by Hall (2003), he stressed that values, behaviors and beliefs of its employee forms the whole structure of an organization. The internal environment of a company is very much influenced by its culture.
In this essay, the author
- Explains that hawthorne's study defined organizational culture as 'work group culture', which remained a non-expounded area of research until the 1980s when schien published ‘organizational culture and leadership’.
- Describes schein's theory of organizational culture as shared valid basic values acquired by members of an organization while solving problems or issues of external adaptation and internal intergration.
- Explains schein's definition of organization culture as something learned unconsciously. reiman and oedewald categorized organizational culture into three categories: visible artifacts, learned values, and subjective matters.
- Explains that goffee and jones classified organization culture in terms of sociability and solidarity.
- Explains that luneneburg (2011) divided organizational culture into four main characteristics; observed behavior regularities, norms, dominant, philosophy, and rules.
- Concludes that understanding organizational culture ensures the success of any organization. they delve into the case study of a successful organization, powerupsuccess.
- Explains that they will begin their analysis with a brief introduction of the company and then move on to identify the organizational culture that is in existence and practised by the organisation.
- Explains that powerupsuccess is the vision of two aspiring individuals, mr raymond phoon and mr jonathan low. the 8-year-old company thrives with collective effort from a team of 15 people with vast experience and qualification.
724 wordsRead More - Value-Driven Organizationsanalytical essayWatson, G. W., Papamarcos, S. D., Teague, B. T., & Bean, C. (2004). Exploring the dynamics of business values: A Self-affirmation perspective. Journal of Business Ethics, 49(4), 337-346.
In this essay, the author
- Reports that starbucks celebrates its 500th store opening in mainland china.
- Explains watson, papamarcos, teague, b. t., & bean, c. exploring the dynamics of business values: a self-affirmation perspective.
- Explains that leadership performance depends on the ability, commitment, and values to effectively guide others to grow into self-actualizing members of the organization.
- Analyzes how the restructuring at the executive level provided starbucks an opportunity to make transformational initiatives focused on customer experience and leveraging resources to maintain sustainability.
- Explains that starbucks is an example of a value-based organization because its leadership has distinguished itself from others by committing to the principles of ethics, values, and transformation.
- Explains that starbucks' vision for the past 40 years has been to ethically sourcing, roasting, and bringing a unique starbucks experience to life for every customer through every cup.
- Opines that ethical leadership and value-based organizations are critical to the development of relationships and maintaining a transformational accountable environment.
- Analyzes how starbucks fires ceo, replaces him with schultz. klenke, k., padaki, v.
1882 wordsRead More - Implementing Values And Ethics In Globalized Businessanalytical essayCultural values are one of the values that need to be considered by a company drafting or changing its policies. The values that employees hold, their group values are where companies can have problems with nowadays, especially when expanding globally. Companies need to take into account people's values when forming policies and working hours, it can be a group of people's religious beliefs whether they dictate for them to go to church on Sunday morning or not to eat while the sun is up for a whole month.
In this essay, the author
- Explains that today's global business world requires companies to take into account its peoples values and follow through with ethically sound practices. companies form their organizational values in light of what its employees value.
- Explains that today's business world is much different from the early years in our country as well as the world.
- Explains that it is a long arduous process to implement values and ethics in globalized business. companies that investigate their employees' cultural and personal values will successfully form their own organizational values.
- Explains that personal values are linked closely to cultural values and need to be viewed as such by a company.
- Analyzes how a company needs to take cultural values into account when drafting or changing its policies, especially when expanding globally.
- Explains that organizational values are the starting point and are amended to work with the cultural and personal values of its employees.
- Explains that ethics stem from how a company has built its organizational values, which are viewed as right or wrong in light of one's own personal and cultural values.
- Explains that when a company has formed its organizational values in light of its employees' personal and cultural values, it can begin forming code of conduct. it needs to be specific and yet broad enough to cover all situations.
- Cites joel yager, wood logsdon, charlene marmer, and scott duke harris.
1383 wordsRead More - They can be a more useful alternative to control and order through bureaucracy (Ouchi, 1980).They have a strong influence on strategic decision-making (Liedtka, 1989) and they can provide the moral compass for an organization (Finegan & Theriault, 1997). According to Schein these refer to values and beliefs that are publically embraced by the organization and those that are clearly stated and communicated to its people. They are what the organization aims to excel in and become the drivers of success for its people. Schein articulates that beliefs and values are derived from individuals who prevail in an organization and are able to influence their followers with successful solutions which are jointly observed by the group as a successful outcome (Schein, 2004). Overtime these successful suggestions become the beliefs and values that the group perceives collectively as the values and beliefs for success in the organization. As such through learning and experience some of these values that are perceived as bringing success are given more importance than others in the organization (Schwartz, 1992). Schein is not alone is making the statement that organizational values are derived mainly from founders and leaders. Pant and Lachman (1998) make the case that an organization’s values equates to the values of the top management. Bansal (2003) sees organizational values as that being defined by an organization’s
In this essay, the author
- Explains that the collins english dictionary defines organizational culture as customs, rituals and values shared by the members of an organization that have to be accepted by new members.
- Explains that schein saw culture as an abstraction that needed to be understood at a deeper level for us to understand it. he divided organizational culture into 3 levels.
- Explains that values are a useful alternative to control and order through bureaucracy and provide the moral compass for an organization.
- Argues that schien's 3 level of culture model is one of the few conceptual models in organizational culture.
- Explains how schein's cultural foundations are based on underlying assumptions, which are not easily observable and can be adapted to study organizational culture.
- Explains that artifacts can be seen, heard and felt about an organization through its people, infrastructure, and processes related to the organization.
- Analyzes how schein's model has contestations and gaps. gagliardi and hatch argue that the active role of assumptions in developing and redeveloping culture is not addressed.
1633 wordsRead More - Corporate Culture Case Studyexplanatory essay“Probably the most cited perspective on corporate culture is that of Schein (1985). He defines culture as having three levels. The most visible, but most superficial, level is that of culture as a pattern of behavior. It is ‘the way things are done around here,’ the norms, the stories, the symbols. These behavioral patterns reflect a second, deeper, level of culture, which are the firm’s shared values. Shared values are, on their turn, driven by the third and most fundamental level of culture: shared assumptions” (Van den Steen, 7).
In this essay, the author
- Explains the importance of corporate culture in relation to values, mission, and ethics through studies and real-life company examples.
- Defines culture as a set of values, norms, guiding belief, and understandings that is shared by members of an organization and taught to new members as the correct way to think feel and behave.
- Explains there are two levels of culture: observable behaviors and symbols that are visible and underlying values, beliefs, attitudes and feelings. the non-visible defines a company’s culture.
- Explains schein's definition of corporate culture as having three levels. the most visible, but most superficial, level is that of cultural as a pattern of behavior.
- Explains that the framework for analyzing and measuring organizational culture is shared values.
- Explains that external heterogeneity is another important focus when measuring corporate culture. the wells fargo fake account scandal and volkswagen emission scandal are examples.
- Explains why employees locked up their moral compass temporarily. they worked in a culture where meeting aggressive sales was more important than acting ethically and legally.
- Explains that the next portion of this paper will focus on the forms of value systems. if the prevailing values support appropriate goals and strategies, the culture is an important asset.
770 wordsRead More - Influence Of Culture On Organizational Cultureanalytical essayOrganization Culture, and Influence Performance. Organization culture is a system of shared values, and beliefs in an enterprise that influence, and guide the behavior of the employees, and ultimately, their performance. However, it is not only limited to the internal shareholders of the company, but every one of the stakeholders. This means that it influences how a business operates internally as well as how it responds to external considerations. The culture of any given organization can be complex, and far-reaching.
In this essay, the author
- Explains that organization culture is a system of shared values and beliefs in an enterprise that influence, and guide the behavior of the employees and ultimately, their performance.
- Argues that an organizational culture that fosters a collectivist approach would excel in teamwork activities.
- Explains how the organization's culture determines how power flows, and leadership is emphasized by schein in his book.
- Argues that risk, and the organizational approach to it, is heavily dependent on the culture of the institution.
- Explains that the culture of an enterprise is instrumental in the determination of how achievement is perceived, and how nurturing is done.
- Explains that an organization is a complex community that would inevitably require certain codes to operate with. the management must align the organization's activities, and operations towards an individualistic, or collectivistic course.
860 wordsRead More - Business Culture: The Values Of An Organizational Cultureopinionated essayWhether composed as a statement of purpose, talked or simply comprehended, organizational culture depicts and represents the ways an organization's proprietors and representatives think, feel and act. Our own particular business' culture may be in light of convictions spelled out in the statement of purpose. It could comprise in a part of a corporate image. Whatever shape it takes, our organization assumes a major function in deciding how well our business will do.
In this essay, the author
- Explains that organizational culture depicts the way an organization's proprietors and representatives think, feel and act. it could comprise in a corporate image.
- Opines that the business visionary's objective is to support a culture that makes employees feel achievement and incorporation, while giving intangibles to organization achievement.
- Opines that a company's earliest stage can create an environment that encourages unique, beneficial organization culture. for mature companies, this requires cooperation and participation, not mandates or strong rules.
- Explains that for a good and mature organization, it is difficult because organization culture is not something that is forced on workers. the business world cemetery is loaded with organizations that took choices that didn't go with their organization's culture and well-being.
- Opines that disconnecting these components can be the first stride to building a separated society and an enduring company.
- Explains that an attractive vision, one that takes up our hearts, does so because it clearly agrees with our main values. when a group of people find out they share the same values, there is real improvement in energy, trust and loyalty.
- Argues that companies that have long-term success should have core values and an essential purpose that stay fixed while their business strategies and practices endlessly adapt to a changing world.
- Explains that a well-conceived vision includes two major factors: main ideology and envisioned future.
- Explains that values are fundamental feelings that individuals have in regards to what is good and bad, great and awful, critical and not essential.
- Explains that corporate qualities speak to the controlling standards of the company's culture, including what directs individuals' needs and activities inside the association.
- Explains that an organization's qualities and its way of life are interlinked. values are what you start with; culture is the thing that you wind up with.
- Opines that honesty is a center worth to us and our organization, but few people in the company behave in an untrustworthy manner, resulting in untruthfulness and dishonesty.
- Analyzes the relationship between the level of achievement achieved by ceos and managers and their own qualities. the more fruitful supervisors support realistic, dynamic, accomplishment arranged qualities, while less effective administrators lean toward static and aloof values.
- Explains that qualities and values are of little significance unless they are demonstrated in an organization's practices. an association should empower junior colleagues to contradiction in examinations without apprehension or negative repercussions.
- Opines that the old saw is genuine: individuals have a tendency to do what is assessed versus what's normal. authority actions are key.
- Opines that no organization can create an intelligible culture without individuals who either share its center values and qualities or have the eagerness and capacity to grasp those values.
- Explains that some ceos consider that the organization needs to pick well its workers, and enlist them by utilizing the right criteria.
- Explains that distinguishing and understanding the five segments in a current association can be the first step to revitalizing or reshaping culture in an organization searching for change.
- Opines that utilizing a talent management program at all levels over the organization can return noteworthy business esteem. organizations need leadership improvement projects focused on employing systems, worker advancement, and profession and progression arranging.
1363 wordsRead More - Essay On Internal Listening Environmentexplanatory essayOrganizational Culture. Asree, Zain, and Razalli define organizational culture as “the set of common norms and values shared by the people of an organization”, which significantly influence how an organization “communicates with, develops, empowers and involves its staff” (2010, p. 504). In regards to the definition and the operations culture influences, the importance of culture on how an organization listens to employees is clear. Therefore, leaders of an organization must understand the organization’s culture and mold the culture to emphasize service and care for both employees and the
In this essay, the author
- Explains that creating an internal listening environment may be a logical goal for most managers but achieving this goal can be difficult in practice. a culture in which management effectively values the employee is achieved through training and the actions of leaders.
- Explains that each organization must create an internal listening environment based on their unique circumstances, but several actions can foster a positive internal focus.
- Opines that building and maintaining internal communication structure nurtured an internal listening environment and allowed management to effectively communicate company values of serving customers.
- Explains that training employees and leaders must be a focus of the organization to promote and encourage the behaviors necessary in an internal market orientation. supervisorial training should teach leaders listening skills and mentoring skills.
- Argues that employee training should focus on developing critical thinking skills and customer satisfaction to provide employees with the necessary skills to serve the customer and create innovative solutions.
- Explains that leaders are vital to implement an internal listening environment and develop organizational culture. they must demonstrate competency in listening and compassion.
- Defines organizational culture as the set of common norms and values shared by the people of an organization.
- Opines that leaders must develop a culture that encourages interdepartmental cooperation and collaboration. market orientation is hindered by conflict, but is facilitated by connectedness.
- Explains that the competency of an organization's leader is often dependent on the organization’s goal and structure. in a market-oriented company with an internal focus, competency is defined by leaders who effectively communicate with employees and demonstrate passion for the employees.
- Explains that listening skills are important for leaders because managers spend a majority amount of their time communicating and listening is key to the two-way communication path that is necessary to show concern for employees.
- Defines transformational leaders as leaders who demonstrate idealized influence, inspirational motivation, intellectual motivation and intellectual stimulation, and individualized consideration.
- Explains that companies must formulate a unique solution that correlates with their organization's environment. in order to understand employees' perceptions of the listening environment, organizations can use qualitative research.
- Explains that individual depth interviews are the primary method used to collect qualitative data and involves a trained interviewer who asks participants specific questions to gain deeper understanding of how an individual feels and perceives an organization.
- Explains that focus groups can be used for gaining contextual information on a specific topic, analyzing problems, and producing impressions about organizational policies.
1239 wordsRead More - Paper 9 - Option Aopinionated essayAs stated in Chapter 15, organizational culture, or corporate culture is a dynamic system of rules involving attitudes...
In this essay, the author
- Opines that the career path that they choose will involve being a strong, motivated, and productive leader who is committed to their job.
- Opines that if you don't learn quickly and value the normative commitment you agreed to take on, they will replace you with a better employee.
- Explains organizational culture is a dynamic system of rules involving attitudes, values, beliefs, norms, and behaviors that are shared among members of an organization.
- Opines that being motivated to work is very important in their eyes. they believe that if you value your work and are passionate about the work you are producing, not only will you be happy but also those around you.
- Explains that efficient productive employees produce a better environment because everyone is working towards the same goal within the company, and that goal is success.
- Concludes that the career path they choose will involve being a strong leader who is committed to their job. after years of working with different types of business organizations, they have realized that they are motivated, self-efficient, and productive.
576 wordsRead More - Organizational Cultureexplanatory essayORGANIZATIONAL CULTURE INTRODUCTION Organizational culture today is no longer an irrelevant aspect to become an element of great strategic importance. The development process of the organizational culture allows members to perform certain behaviors and restrict them to perform others. An open work and human culture promotes participation and a proper behaviour from each of the members of the organization, if members commit and are responsable, is because culture allows it, this is a strength that profiles organizations to achieve excellence and reach success.
In this essay, the author
- Explains that culture comes from the latin cult cultivated ; ure is the result of an action.
- Explains that basic assumptions invented, discovered, and developed by a given group as it learns to cope with its problems of external adaptation and internal integration are considered valid and therefore taught to new members.
- Explains that innovation and risk taking is the degree to which employees are encouraged to be innovative and take risks.
- Describes the degree to which employees are expected to demonstrate accuracy, analysis, and attention to detail.
- Describes the degree to which managers focus their attention on results and effects, not the techniques and processes by which it was possible to obtain this result.
- Explains the degree to which management decisions take into consideration the effect of outcomes on people within the organization.
- Explains that team orientation is the degree to which work activities are organized around teams. individuality does not exist.
- Explains that an organization's culture could be weak or strong (managing a strong organizational culture is best).
- Explains that staff are compensated and promoted based on their level of productivity.
- Explains that management maintains a minimum level of constructive conflict due to existence of conflicts or destructive dysfunctional.
- Explains that people are encouraged to be creative and innovative, which is an advantage.
- Explains that artifacts are all that a person sees, hears or see in the organizational environment: they dress, talk, behave, communicate, etc.
- Explains that shared values are beliefs, ways of thinking, feeling, and acting, which determine the appropriate behaviours of the workers to achieve organizational objectives.
- Explains that basic assumptions constitute the third level of organizational culture. they are unconscious beliefs, perceptions, and feelings shared by key members of an organization.
- Explains that culture determines the kinds of responses that an organization makes to required changes and will make to new problems. it can help predict how well the organization will deal with change.
- Explains that people may only notice their culture when the routine breaks down and they have to deal with something unexpected. knowledge and understanding of the culture can help the members of a culture predict how the company may respond.
- Explains that divisions or sub-cultures can lead to fragmentation, confusion, conflict, and a lack of co-operation.
- Explains that organizations with too strong cultures can become resistant to change and slow to adapt to their environment.
- Explains that these groups provide insight on product innovation, business solutions, partner development, and the recruitment and retention of partners. they empower seven partner networks, field diversity & inclusion councils and a global council.
- Concludes that organizational culture is relieved importance to all organizations, this will depend on the efficiency and productivity of the same.
- Explains that culture is a field that combines all the essence of the organization and all who work there, what people do in their jobs, and contains information about the values, principles, rituals, ceremonies and the same leaders.
- Explains that each organization builds its own organizational culture. organizational culture is the sum of values, beliefs, norms, styles, and customs that are shared by groups of people who belong to an organization.
- Opines that h.m. trice and j. m. beyer, "studying organizational cultures trough rites and ceremonials," are s.
- Analyzes d.c. feldman's the multiple socialization of organization members.
- Describes j. fan's and wanous' "organizational and cultural entry: a new type of orientation program for multiple boundary crossings".
- Analyzes peters and waterman's in search of excellence.
- Cites e claver, j llopis, d garcia, h molina and elsevier's the journal of high technology.
- Explains that organizational culture is no longer an irrelevant aspect to become an element of great strategic importance. an open work and human culture promotes participation and a proper behavior from each member of the organization.
- Explains that organizational culture is a set of shared values and beliefs that adhere to the human element that makes them. most theorists agree that it exists, but an explicit definition of its true nature eludes capture.
- Explains that an organization's culture is reached by making its members share the same values, beliefs, rules, procedures, standards, languages, etc. culture is transmitted through time and adapts according to external influences and pressures.
- Explains that aggressiveness is the degree to which people are aggressive and competitive rather than load accessible and helpful. all these dimmensions work together to get the right essence of each way of organizational culture.
- Explains how culture is transmitted to employees through stories, rituals, material symbols, and language.
- Explains that google hires people who are smart and determined, and they favor ability over experience. at starbucks, they expect to be a leader in diversity and inclusion, from partners in the field to their senior leadership teams.
1937 wordsRead More