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Numerous outcomes have been associated either directly or indirectly with organizational culture. The relationships between organizational culture and various outcomes include organizational performance, employee commitment, and innovation. A healthy and robust organizational culture is thought to offer various benefits, including: [54] [55]
The following outline is provided as an overview of and topical guide to organizational theory: Organizational theory – the interdisciplinary study of social organizations . Organizational theory also concerns understanding how groups of individuals behave, which may differ from the behavior of individuals.
Frédéric Laloux screened and researched over fifty organisations, including Buurtzorg Nederland and The Morning Star Company, with the following conditions: they had been operating for at least five years with a minimum of one hundred employees, and with a significant number of management practices that were consistent with the Teal level of consciousness. [1]
Organizational culture has been shown to affect important organizational outcomes such as performance, attraction, recruitment, retention, employee satisfaction, and employee well-being. [citation needed] There are three levels of organizational culture: artifacts, shared values, and basic beliefs and assumptions. [125]
Evaluating or crafting an organizational strategy requires analysis of the relationship between mission, value and resources. Strategy allows managers to focus on an organization's long-term plan and ensure that mission objectives are met. Organizational strategy explores the relationship between unit and the environment.
The following outline is provided as an overview of and topical guide to culture: Culture – a set of patterns of human activity within a community or social group and the symbolic structures that give significance to such activity. Customs, laws, dress, architectural style, social standards, and traditions are all examples of cultural elements.
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The informal organization is the interlocking social structure that governs how people work together in practice. [1] It is the aggregate of norms, personal and professional connections through which work gets done and relationships are built among people who share a common organizational affiliation or cluster of affiliations.