Organizational Culture, Subcultures, and Organizational Commitment Taysir M
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Making It in Maine: Stories of Jewish Life in Small-Town America
Maine History Volume 49 Number 1 The Maine Melting Pot Article 2 1-1-2015 Making it in Maine: Stories of Jewish Life in Small-Town America David M. Freidenreich Colby College Follow this and additional works at: https://digitalcommons.library.umaine.edu/mainehistoryjournal Part of the Cultural History Commons, Jewish Studies Commons, and the Social History Commons Recommended Citation Freidenreich, David M.. "Making it in Maine: Stories of Jewish Life in Small-Town America." Maine History 49, 1 (2015): 4-38. https://digitalcommons.library.umaine.edu/mainehistoryjournal/vol49/iss1/2 This Article is brought to you for free and open access by DigitalCommons@UMaine. It has been accepted for inclusion in Maine History by an authorized administrator of DigitalCommons@UMaine. For more information, please contact [email protected]. Winter 2015 for color_Maine History Feb 2005 4/29/15 10:22 AM Page 4 Wolf Lipsky, Bangor, ca. 1900. Wolf Lipsky came to Maine from his native Rus- sia as a teenager and made his living as a peddler. Many Jewish immigrants to Maine during this period ran similar operations before eventually opening sta- tionary storefronts. Courtesy of the Bangor Public Library. Winter 2015 for color_Maine History Feb 2005 4/29/15 10:22 AM Page 5 MAKING IT IN MAINE: STORIES OF JEWISH LIFE IN SMALL-TOWN AMERICA DAVID M. FREIDENREICH1 A fundamental part of the experience of immigrants to the United States has been the tension between incorporating into a new country while maintaining one’s cultural roots. In this article, the author describes the experience of Jewish Americans in Maine, where climate, culture, and remoteness from larger Jewish populations contributed to a unique process of Americanization compared with Jewish populations in more urban areas of the country. -
Examining the Influence of Organizational Culture on Employees' Ethical Behavior in Public Sector Organizations Richard H
University of Texas at Tyler Scholar Works at UT Tyler Human Resource Development Theses and Human Resource Development Dissertations Fall 11-1-2015 Examining the Influence of Organizational Culture on Employees' Ethical Behavior in Public Sector Organizations Richard H. Afedzie Follow this and additional works at: https://scholarworks.uttyler.edu/hrd_grad Part of the Human Resources Management Commons Recommended Citation Afedzie, Richard H., "Examining the Influence of Organizational Culture on Employees' Ethical Behavior in Public Sector Organizations" (2015). Human Resource Development Theses and Dissertations. Paper 8. http://hdl.handle.net/10950/301 This Dissertation is brought to you for free and open access by the Human Resource Development at Scholar Works at UT Tyler. It has been accepted for inclusion in Human Resource Development Theses and Dissertations by an authorized administrator of Scholar Works at UT Tyler. For more information, please contact [email protected]. EXAMINING THE INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYEES’ ETHICAL BEHAVIOR IN PUBLIC SECTOR ORGANIZATIONS by RICHARD H. AFEDZIE A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy Department of Human Resource Development and Technology Jerry W. Gilley, Ed.D., Committee Co-Chair Judy Y. Sun, Ph.D., Committee Co-Chair College of Business and Technology The University of Texas at Tyler November 2015 © Copyright by Richard H. Afedzie 2015 All rights reserved Dedication I dedicate this work to the two special people in my life, who supported and pushed me through the long arduous days and nights, Freda and Andrew Afedzie. Your fervent belief in me and constant encouragement will forever be remembered. -
Influencing Behavior During Planned Culture Change: a Participatory
Antioch University AURA - Antioch University Repository and Archive Student & Alumni Scholarship, including Dissertations & Theses Dissertations & Theses 2016 Influencing Behavior During Planned Culture Change: A Participatory Action Research Case Study Michael Valentine Antioch University - PhD Program in Leadership and Change Follow this and additional works at: http://aura.antioch.edu/etds Part of the Industrial and Organizational Psychology Commons, Leadership Studies Commons, and the Organizational Behavior and Theory Commons Recommended Citation Valentine, Michael, "Influencing Behavior During Planned Culture Change: A Participatory Action Research Case Study" (2016). Dissertations & Theses. 322. http://aura.antioch.edu/etds/322 This Dissertation is brought to you for free and open access by the Student & Alumni Scholarship, including Dissertations & Theses at AURA - Antioch University Repository and Archive. It has been accepted for inclusion in Dissertations & Theses by an authorized administrator of AURA - Antioch University Repository and Archive. For more information, please contact [email protected], [email protected]. INFLUENCING BEHAVIOR DURING PLANNED CULTURE CHANGE: A PARTICIPATORY ACTION RESEARCH CASE STUDY MICHAEL VALENTINE A DISSERTATION Submitted to the Ph.D. in Leadership and Change Program of Antioch University in partial fulfillment of the requirements for the degree of Doctor of Philosophy September, 2016 This is to certify that the Dissertation entitled: INFLUENCING BEHAVIOR DURING PLANNED CULTURE CHANGE: A PARTICIPATORY ACTION RESEARCH CASE STUDY prepared by Michael Valentine is approved in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Leadership and Change. Approved by: Elizabeth Holloway, Ph.D., Chair date Mitchell Kusy, Ph.D., Committee Member date Ashley Lackovich-Van Gorp, Ph.D., Committee Member date Stephen A. -
Strong Cultures and Subcultures in Dynamic Organizations
02-091 The Role of Subcultures in Agile Organizations Alicia Boisnier Jennifer A. Chatman1 1 The second author wrote this paper while a Marvin Bower Fellow at the Harvard Business School and is grateful for their support. We also thank Elizabeth Mannix, Rita McGrath, and an anonymous reviewer for their insightful suggestions. Copyright © 2002 by Alicia Boisnier and Jennifer A. Chatman Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. The Role of Subcultures in Agile Organizations Alicia Boisnier and Jennifer A. Chatman1 Haas School of Business University of California, Berkeley May 24, 2002 To appear in, R. Petersen and E. Mannix, Leading and managing people in dynamic organizations. Forthcoming, 2002. 1 The second author wrote this paper while a Marvin Bower Fellow at the Harvard Business School and is grateful for their support. We also thank Elizabeth Mannix, Rita McGrath, and an anonymous reviewer for their insightful suggestions. 2 Organizations face increasingly dynamic environments characterized by substantial, and often unpredictable technological, political, and economic change. How can organizations respond rapidly to such changes or become more agile? Organizational agility, according to Lee Dyer, “requires a judicious mix of stability and reconfigurability” (2001: 4). We consider an unlikely source of agility: organizational culture. This may seem like an odd juxtaposition since strong unitary cultures exert a stabilizing force on organizations by encouraging cohesion, organizational commitment, and desirable work behaviors among members (e.g., Deal & Kennedy, 1982; Nemeth & Staw, 1989; O'Reilly & Chatman, 1986). -
18 the Concept of Organizational Culture
1 THE CONCEPT OF ORGANIZATIONAL CULTURE: WHY BOTHER? Culture is an abstraction, yet the forces that are created in social and organizational situations deriving from culture are powerful. If we don’t understand the operation of these forces, we become victim to them. Cultural forces are powerful because they operate outside of our awareness. We need to understand them not only because of their power but also because they help to explain many of our puzzling and frustrating experiences in social and organizational life. Most importantly, understanding cultural forces enables us to understand ourselves better. What Needs to Be Explained? Most of us in our roles as students, employees, managers, researchers, or consultants work in and have to deal with groups and organizations of all kinds. Yet we continue to find it amazingly difficult to understand and justify much of what we observe and experience in our organizational life. Too much seems to be “bureaucratic,” “political,” or just plain “irrational.” People in positions of authority, especially our immediate bosses, often frustrate us or act incomprehensibly, and those we consider the “leaders” of our organizations often disappoint us. When we get into arguments or negotiations with others, we often cannot understand how our opponents could take such “ridiculous” positions. When we observe other organizations, we often find it incomprehensible that “smart people could do such dumb things.” We recognize cultural differences at the ethnic or national level but find them puzzling at the group, organizational, or occupational level. Gladwell (2008) in his popular book Outliers provides some vivid examples of how both ethnic and organizational cultures explain such anomalies as airline crashes and the success of some law firms. -
Marshall High School Mr. Cline Sociology Unit Four AB * What Is Culture?
CULTURE Marshall High School Mr. Cline Sociology Unit Four AB * What is Culture? • Integration and Diversity • Imagine that this is the early twentieth century and you are a teacher in a school in New York. Whom would you see around you? Some Irish kids, some Italians, maybe some Armenians, Puerto Ricans, Mexicans, African Americans? How do you reach all of these different languages and cultures to facilitate learning when you do not have the time to teach each one individually in their own way? • There are social forces that would state that assimilation is the way to go about this task. Assimilation is merely the process by which newcomers to America, as well as other “outsiders,” give up their culturally distinct beliefs, values and customs and take on those of the dominant culture. • The opposite viewpoint would acknowledge that there is a tendency to preserve cultural diversity, to keep one’s own personal heritage alive and to respect the rights of others to do so. This is known as multi culturalism. * What is Culture? • Integration and Diversity • The tension between assimilation and multi culturalism is evident in many schools and other public institutions throughout the United States. How much multi culturalism is good for society versus how much we want people to identify and share the common culture of America is an ongoing, and often heated argument. • One result of assimilation is cultural integration, that is the degree to which a culture is a functionally integrated system, so that all the parts fit together well. On another level, the elements of culture are functionally integrated with other facets of society, such as social structure and power relations. -
Organizational Culture and Cultural Diversity Strategy (CDS) Is Explored
The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/2049-8799.htm International Organizational culture and cultural skilled diversity: an explorative study of migrants international skilled migrants in Swedish firms 289 Ali Farashah Received 5 November 2020 € Revised 26 February 2021 School of Business, Society and Engineering, Malardalen University, Accepted 26 February 2021 V€asteras, Sweden, and Tomas Blomqusit Umea School of Business, Economics and Statistics, Umea University, Umea, Sweden Abstract Purpose – This paper empirically explores the types and extent of cultural diversity strategies in Sweden, a developed economy with many migrant workers. The role of organizational culture as the context and the association with diversity strategy and the selection of international skilled migrant workers are examined. Design/methodology/approach – Empirical data are collected by surveying 249 Swedish large or medium- sized firms. Cluster analysis is used to explore the configuration of organizational culture, cultural diversity strategy (CDS) and selection and development criteria. Findings – The authors identify five clusters of organizations. Organizational culture is the main contextual factor that influences the CDS and human resource (HR) approaches for selecting skilled migrant workers. The profile of the clusters including organizational culture, diversity strategies, the selection criteria and firm demographics is presented. The empirical results indicate that organizational culture and demographics are associated with the choice of diversity strategy and, consequently, HR processes. Originality/value – This study’s main focus is on international skilled migrants, which is among empirically less-studied areas in global mobility literature. Furthermore, until now more attention has been directed toward studying the consequences of diversity than toward understanding the factors that influence choice of diversity strategies and practices. -
The Culture of Support Services
The Culture of Support Services After completing this lesson you will be able to: þ Define the terms cultural capital; dominant culture; institutional bias; macro culture; and micro culture. þ Identify key values and views related to the macro culture of the United States. þ Identify key values and views related to the culture of the human services delivery system. þ Describe some differences in definitions and responses to disability based on culture. þ Give an example of cultural bias found in the use of jargon and disability labels. þ Describe ways in which design and delivery of services, including best practices, can conflict with the culture of people receiving supports. © 2004 College of Direct Support Cultural Competence Lesson 3 page 1 of 12 Terms for Understanding the Culture of Services and Supports In the last lesson you learned a lot about the culture in which you were raised. Learning about your culture helped you understand why you have certain views and beliefs. You got to compare your own views with some views from a few other cultures. These comparative activities will help you be more aware of when there are differences between your culture and others. They will help you learn not to make assumptions about others and they will support you to become more culturally competent. Now, take a minute to write your own definitions for these words. þ Macro culture – þ Dominant culture – þ Micro culture – þ Institutional bias – þ Cultural capital – Macro and Micro culture Macro (dominant) culture is the shared cultural perspective of the largest group. -
An Exploratory Study of Acculturation Experiences of Graduate Student Immigrants at the University of San Francisco
The University of San Francisco USF Scholarship: a digital repository @ Gleeson Library | Geschke Center Master's Theses Theses, Dissertations, Capstones and Projects Winter 12-14-2018 An Exploratory Study of Acculturation Experiences of Graduate Student Immigrants at the University of San Francisco CFoourllowtne thiy Ls amnda radditional works at: https://repository.usfca.edu/thes cclamPar@donrt of thes.usfcaAme.edurican Studies Commons, Bilingual, Multilingual, and Multicultural Education Commons, Civic and Community Engagement Commons, Critical and Cultural Studies Commons, Cultural History Commons, East Asian Languages and Societies Commons, Ethnic Studies Commons, Gender, Race, Sexuality, and Ethnicity in Communication Commons, Higher Education Commons, Indigenous Education Commons, Indigenous Studies Commons, International and Comparative Education Commons, International and Intercultural Communication Commons, Interpersonal and Small Group Communication Commons, Language Interpretation and Translation Commons, Latin American Languages and Societies Commons, Latina/o Studies Commons, Literature in English, North America, Ethnic and Cultural Minority Commons, Migration Studies Commons, Modern Languages Commons, Organizational Behavior and Theory Commons, Organizational Communication Commons, Other Arts and Humanities Commons, Other International and Area Studies Commons, Other Languages, Societies, and Cultures Commons, Pacific slI ands Languages and Societies Commons, Place and Environment Commons, Quantitative, Qualitative, Comparative, -
Culture and Materialism : Raymond Williams and the Marxist Debate
CULTURE AND MATERIALISM: RAYMOND WILLIAMS AND THE MARXIST DEBATE by David C. Robinson B.A. (Honours1, Queen's University, 1988 THESIS SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF ARTS (COMMUNICATIONS) in the ,Department of Communication @ David C. Robinson 1991 SIMON FRASER UNIVERSITY July, 1991 All rights reserved. This work may not be reproduced in whole or in part, by photocopy or other means, without permission of the author. APPROVAL NAME: David Robinson DEGREE: Master of Arts (Communication) TITLE OF THESIS: Culture and Materialism: Raymond Williams and the Marxist Debate EXAMINING COMMITTEE: CHAIR: Dr. Linda Harasim Dr. Richard S. Gruneau Professor Senior Supervisor Dr. Alison C. M. Beale Assistant Professor Supervisor " - Dr. Jerald Zaslove Associate Professor Department of English Examiner DATE APPROVED: PARTIAL COPYRIGHT LICENCE I hereby grant to Simon Fraser University the right to lend my thesis or dissertation (the title of which is shown below) to users of the Simon Fraser University Library, and to make partial or single copies only for such users or in response to a request from the library of any other university, or other educational institution, on its own behalf or for one of its users. I further agree that permission for multiple copying of this thesis for scholarly purposes may be granted by me or the Dean of Graduate Studies. It is understood that copying or publication of this thesis for financial gain shall not be allowed without my written permission. Title of Thesis/Dissertation: Culture and Materialism: Raymond Williams and the Marxist Debate Author : signature David C. -
2 Culture and Culture Change
2 Culture and Culture Change CHAPTER SUMMARY The second chapter introduces us to culture. What is culture exactly? For most sociologists, culture refers to the knowledge, traditions, values, practices, and beliefs held by members of an organization, community, or society. As Eric Weissman describes, culture is a social force that impacts our daily lives and the choices we make. It can be both material and immaterial and produces “webs of significance” that influence both individual identity and entire societies. One distinction that you should take away from this chapter is that of culture versus structure. Structural elements of society are comprised of the enduring patterns of social relations and social institutions, whereas cultural elements are those that carry meanings. We interpret these meanings and attach them to certain values, ideas, and beliefs. In terms of time and space, culture can cover a vast area of meaning. It can refer to one’s entire social reality, or a particular social or geographical location. Even within Canada, when one thinks of Canadian culture, a few images immediately come to mind—the maple leaf and the game of hockey, for example. Yet within this one nationally unified culture, there exists several different cultures. These can be divided up by province, ethnicity, age, and so on. In terms of time and space, the other important distinction you must remember when looking at culture is that the culture of any people or place rarely stays the same over time. Culture is a fluid object and is always changing. Culture also influences the values and norms of a society. -
Pleistocene Climate Variation and the Origin of Human Culture
Built for Speed: Pleistocene Climate Variation and the Origin of Human Culture Peter J. Richerson Department of Environmental Science and Policy University of California Davis, California USA 95616 [email protected] Robert Boyd Department of Anthropology University of California Los Angeles, California USA 90024 [email protected] Abstract. Recently, several authors have argued that the Pleistocene climatic fluctuations are responsible for the evolution of human anatomy and cognition. This hypothesis contrasts with the common idea that human language, tools, and culture represent a revolutionary breakthrough rather than a conventional adaptation to a particular ecological niche. Neither hypothesis is satisfactory. The “Pleistocene hypothesis”, as proposed, does not explain how Pleistocene fluctuations favor the particular adaptations that characterize humans. The alternative hypothesis does not explain what has prevented many animal lineages in the remote past from evolving a similar adaptive complex of tools, language and culture. Theoretical models of the cultural evolutionary process suggest some answers to these questions. Learning, including social learning, is rather generally a useful adaptation in variable environments. The progressive brain enlargement in many mammalian lineages during the last few million years suggests that climatic deterioration has had the general effect predicted by the Pleistocene hypothesis. Increased dependence on simple social learning was a preadaptation to the evolution of a capacity for complex traditions. The evolution of a costly capacity to acquire complex traditions is inhibited because, initially, complex traditions will be rare. Having the capacity to learn things that are far too complex to invent for oneself is not useful until traditions are common, but traditions cannot become complex before the capacity to acquire them is common.