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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: [56] [57]
In the United Kingdom, the term equality, diversity, and inclusion (EDI) is used in a similar way. Diversity refers to the presence of variety within the organizational workforce in characteristics such as gender, ethnicity, sexual orientation, disability, age, culture, class, veteran status, or religion.
Organization development (OD) is the study and implementation of practices, systems, and techniques that affect organizational change. The goal of which is to modify a group's/organization's performance and/or culture. The organizational changes are typically initiated by the group's stakeholders.
Getty Images It's easy to dismiss the idea of workplace culture as so much executive-espoused psychobabble. There's something innately silly about using the word "culture," so closely associated ...
Organizational behavior or organisational behaviour (see spelling differences) is the "study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself". [1] Organizational behavioral research can be categorized in at least three ways: [2] individuals in organizations ...
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]
Organizational identity often attempts to apply sociological and psychological concepts and theories about identity to organizations. [3] As a research topic, organizational identity is related to but clearly separate from organizational culture and organizational image (Hatch and Schultz, 1997). [4]
Some of the main assumptions underlying much of the early organizational communication research were: Humans act rationally.Some people do not behave in rational ways, they generally don't have access to all of the information needed to make rational decisions they could articulate, and therefore will make irrational decisions, unless there is some breakdown in the communication process ...