People Shape the Culture. Personalities and experiences of employees create the culture of an organization. For example, if most of the people In an organization are very outgoing, the culture is likely to be open and sociable. If many artifacts depicting the company’s history and values are in evidence throughout the company, people value their history and culture. If doors are open, and few closed door meetings are held, the culture Is unguarded. If negativity about supervision and the company Is widespread and complained about by employees, a culture of negativity, that is difficult to overcome, will take hold

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Culture Is Negotiated. One person cannot create a culture alone. Employees must try to change the direction, the work environment, the way work Is performed, or the manner in which decisions are made within the general norms of the workplace. Culture change is a process of give and take by all members of an organization. Formalizing strategic direction, systems development, and establishing measurements must be owned by the group responsible for them. Otherwise, employees will not own them. Culture is Difficult to Change. Culture change requires people to change their behaviors.

It Is often difficult for people to unlearn their old way of doing things, and to start performing the new behaviors consistently. Persistence, discipline, employee involvement, kindness and understanding, organization development work, and training can assist you to change a culture. Your work culture Is often Interpreted differently by diverse employees. other events in people’s lives affect how they act and interact at work too. Although an organization has a common culture, each person may see that culture from a different perspective.

Additionally, your employees’ individual work experiences, epartments, and teams may view the culture differently. Your culture may be strong or weak. When your work culture is strong, most people in the group agree on the culture. When your work culture is weak, people do not agree on the culture. Sometimes a weak organizational culture can be the result of many subcultures, or the shared values, assumptions, and behaviors of a subset of the organization. For example, theculture of your company as a whole might be weak and very difficult to characterize because there are so many subcultures.

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Each department or work cell may have its own culture. Within departments, the staff and managers may each ave their own culture. Ideally, organizational culture supports a positive, productive,environment. Happy employees are not necessarily productive employees. Productive employees are not necessarily happy employees. It Is Important to find aspects of the culture that will support each of these qualities for your employees. Now that you are familiar with this visualization of organizational culture, you will want to explore additional aspects 1 OF3 become useful to the success and profitability of your organization.

Organizational culture plays a major part on the success of projects. Today projects re more important than ever to the success of corporations. In spite of this fact though, studies are showing that a high percentage of projects are not totally successful. The Standish Group conducted the Chaos Survey and discovered that 71% of the total projects planned fail, cancel before they are finished or get challenged because of running over budget, being less than desired or delivered late. These facts have not improved since 1994 either.

Even though organizations have introduced various methods, templates and tools their success rate does not change. Research has indicated that these organizations are missing the right indset within the culture for the people to work effectively on projects. It should be one where all understand that it is part of the Job to work effectively on any projects. Research that was done on more than 750 organizations in the world show that 60% of their PMO (project management offices) state their organizational culture does not fully support the PMO.

The primary reason projects fail is that a high percentage of the organizations implement projects without connecting to their organization’s basic strategy. Also, performance management systems rarely consider new structures for eporting such as the Matrix Management. This makes the employees involved in the projects feel their daily duties are being intruded on. Many of the organizations today have a variety of the organizational cultures working within them. These can be different between the projects and the various departments.

What the organizations need to do is take their successful practices for completing projects and enact them throughout their organization and support system. The organizational culture is comprised of beliefs, values, behaviors and attitudes of the employees, who work for the corporation. It reflects any of the practiced principles, and values of the office or other work area. It seeps in to anything the organization does. It can truly make an organization a success or failure.

The ideal culture for an organization is a culture that does in-depth planning of projects, which are then put into gear to support the objectives and strategy of the organization. Doing the projects this way allows them to have the necessary support from upper management and enough resources to finish them to a successful completion. Every organization has its own version of organizational culture, internal esources, external resources and support system to accomplish this goal.

The Benefits of Creating an Ideal Organizational Culture Creating an effective organizational culture, which includes project management, offers a number of benefits to the organization: The projects will be done according to the organization’s principles, which will lead to the objectives of the company being attained. Projects will be delivered on schedule, improving your time higher rate of customer satisfaction. The teams working on the projects will be more efficient and successful. This will lead to the staff having good morale and being more dedicated.

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