04:189:351 Lecture Notes - Lecture 5: Organizational Culture, Dominant Culture, Confluence

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Document Summary

Low costs and high profits: at its core, all business need only be concerned with this, but as we work day to day we develop an organizational culture as we chase this, sometimes a community as well. U. s. communities: community involvement has changed slightly since 1950s, what constitutes involvement itself has changed, corporate community during 20th century, dispersed and lifestyled (across the internet) as opposed to doing good outside the company. Forces acting upon the organizational leaders: external constraint = environment. Organizational culture: shared, values, principles, traditions, ways of accomplishing tasks. It influences the way members of the organization act. Culture: personality of organization: perception: based upon employee experiences, descriptive: what employees perceived, not whether they like or dislike it, shared: common feelings among employees. Innovation and risk taking: stability, aggressiveness, team orientation, people orientation, outcome orientation, attention to detail. How is culture formed: could have been founders (visionary, hr plays a huge role, socialization of new employees (how?)

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