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Cameron and Quinn developed the Organizational Culture Assessment Instrument (OCAI) that distinguishes four culture types, based on the Competing Values Framework. [ 104 ] Competing values can be assessed along dimensions of flexibility/stability and internal/external focus – they reported these to be the most important in influencing ...
Architecture, furniture, dress code, office jokes, all exemplify organizational artifacts. Artifacts are the visible elements in a culture and they can be recognized by people not part of the culture. Espoused values are the organization's stated values and rules of behavior. It is how the members represent the organization both to themselves ...
Hofstede's cultural dimensions theory is a framework for cross-cultural psychology, developed by Geert Hofstede.It shows the effects of a society's culture on the values of its members, and how these values relate to behavior, using a structure derived from factor analysis.
Inclusion of minority culture members in informal networks and activities outside of normal working hours. [2] Informal integration also addresses mentoring and other informal developmental relationships in organizations. Informal organization complements the more explicit structures, plans, and processes of the formal organization. [2]
Organizational assimilation is a process in which new members of an organization integrate into the organizational culture. This concept, proposed by Fredric M. Jablin, [ 1 ] consists of two dynamic processes that involve the organizational attempts to socialize the new members, as well as the current organization members. [ 2 ]
Laloux describes the five stages of organisational structure, each of which is designated a colour (Red, Amber, Orange, Green, Teal) depending on how 'evolved' they are. He describes the management structure and developments associated with each stage, such as the creation of meritocracy and replicable processes.
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Five rules help to enhance organizational commitment: [21] Commit to people-first values Put it in writing, hire the right-kind managers, and walk the talk. Clarify and communicate your mission Clarify the mission and ideology; make it charismatic; use value-based hiring practices; stress values-based orientation and training; build tradition.