| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "CORPORATE CULTURE": |
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Corporate Culture, 2008.
This paper explores the benefits of an organization having a positive corporate culture.
2,181 words (approx. 8.7 pages), 5 sources, APA, $ 68.95
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Abstract
The paper outlines the ideas of Geert Hofstede, Deal and Kennedy and Edgar Schein on corporate culture and focuses on how management can enhance and change corporate culture. The paper discusses how positive cultures encourage cooperation, innovation, corporate solidarity and communication and emphasizes how a strong corporate culture is the key to an organization's success.
Outline:
Introduction
Theories of Corporate Culture
Enhancing Corporate Culture
Changing Corporate Culture
Conclusion
From the Paper
"Companies, like countries, possess their own cultures, their own individual sets of norms, procedures, goals, and techniques. Much as a particular people praises certain behaviors, a given company will reward actions that in another organization might be looked on as unnecessary or undesirable. Structures and institution, even chains of command, respond to the specific circumstances of a business enterprise. Corporate culture also reflects the outer culture of the society with which that organization interacts. The market shapes this culture, determining many of the factors that gain weight within a business paradigm. Industries that depend on innovation will likely engender corporate cultures that prize risk-taking and change. Companies operating in a more stable environment will typically favor a more conservative approach."
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Corporate Culture, 2008.
This paper explores the significance of a company's corporate culture.
1,190 words (approx. 4.8 pages), 4 sources, APA, $ 40.95
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Abstract
The paper discusses how a company's corporate culture plays a large role in its approach to customer relations and social responsibility. Specifically, the paper shows how a company's actions have positive or negative consequences both internally and concerning the public.
Outline:
Introduction
Internal Impact of Corporate Culture
Corporate Culture and Social Responsibility
Conclusion
From the Paper
"With the state of the economy today and the ever increasing challenges that employee satisfaction and performance pose, corporate culture is more important than ever. If a company is able successfully to instill a particular concept into the psyche of its employees the benefits that stem from that concept literally have no limits.
"The advantages of a successful and positive corporate culture are both internal and external. Today's customers are significantly savvier than their predecessors and how a company behaves in the office and in the community are equally important."
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Corporate Culture, 2008.
Looks at the role of corporate culture in the success of an organization.
900 words (approx. 3.6 pages), 5 sources, APA, $ 31.95
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Abstract
This paper defines corporate culture as everything that is commonplace within the organization, which is created by what the employees believe and management emphasizes within the dynamics of the business. Next, the author analyzes the advantages and disadvantages corporate culture plays within the association. Understanding corporate culture, the paper underscores, is essential to the success of the organization and of its individual employees.
From the Paper
"In turn, a malformed corporate culture could have a reverse effect on the organization. Corporate culture can create conflicting values, and dysfunctional behaviors. A strong negative corporate culture can undermine even the most well-meant changes. When established cultures are being questioned or challenged, the people who hold these cultures and values will see it is as a threat, and will only resist the changes."
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Corporate Culture and Management, 2001.
An examination of the corporate culture and its significance in organizational management.
3,245 words (approx. 13.0 pages), 15 sources, $ 93.95
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Abstract
This paper discusses the importance of corporate culture in management and in the overall functioning of organizations. The author examines the way that corporate culture impacts organizational behavior.
From the Paper
"Organizational management is an interdisciplinary field dedicated to better understanding and more effective, efficient management of human resources in an organization. It is both research and application oriented, drawing on a diverse array of disciplines, including psychology, management, sociology, social psychology, statistics, anthropology, general systems theory, economics, information technology, vocational counseling, stress management, psychometrics, ergonomics and ethics. This combination of diverse factors and perspectives has spawned many competing theories about human work behavior; in fact, in the mind-1980s, a researcher had identified 110 separate and distinct theories about behavior and organizational management (Miner, 1984, p. 307)."
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Assessing Corporate Culture (Marines), 2006.
The paper examines the marine corporate culture in the United States.
754 words (approx. 3.0 pages), 3 sources, MLA, $ 26.95
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Abstract
The paper examines corporate culture and uses the United States Marines as an example of this. Three works are cited: Marion F. Sturkey's "Warrior Culture of the U.S. Marines", Sgt. James Covington's "Suits to BOOTS: Marines teach Corps' values to business students" and "Corps Values". Sturkey explains that the marine's character is defined by three constant "Corps Values", honor courage, and commitment. The paper defines these values and also explains the the "Code of Conduct" of 1955. Covington discusses how the marines handle leadership challenges in a stressful environment and how this knowledge can be applied in the business world. The paper concludes that the marine's commitment to decentralized management and bottom-up thinking has evolved due to high risk, high speed and, high focus assaults which tend to be unforgiving on bureaucratic or autocratic management styles.
From the Paper
"Honor requires the ultimate standard in ethical and moral conduct, and a Marine must never lie, cheat, or steal, must adhere to a code of personal integrity and be accountable for his actions, and above all, must never sully the reputation of his Corps (Sturkey pp). Courage is honor in action, moral strength, heeding the inner voice of conscience and doing what is right in spite of adverse consequences (Sturkey pp). Commitment is total dedication to Corps and Country, and is a combination of selfless determination and relentless dedication to excellence (Sturkey pp). And once a Marine, always a Marine, for there is no such thing as an ex-Marine or former-Marine, only reserve, retired or veteran Marines (Sturkey pp). These three Corps Values make up the bedrock of each individual Marine's character, and are the foundation of the Corps itself (Sturkey pp). These values have been handed down from generation to generation and are the reason why the U.S. Marines are the most respected and revered fighting force on earth (Sturkey pp)."
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Assessing Corporate Culture - Southwest Airlines, 2004.
An examination of Southwest Airlines' corporate culture.
963 words (approx. 3.9 pages), 5 sources, APA, $ 34.95
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Abstract
This paper evaluates the culture of Southwest Airlines (SWA) by examining the two major categories of organizational cultures - individualistic and collectivist. It explains that organizational culture is the basic pattern of shared assumptions, values, and beliefs considered the correct way of thinking about and acting on problems and opportunities facing the organization. The paper also discusses the differences between individualistic cultures, where the primary emphasis is on personal freedom of choice, and the collectivist culture where personal goals are less important than organizational goals and interest. The paper concludes that SWA has a collectivist culture and has created a culture that allows the employee to contribute and have fun at the same time.
From the Paper
"More than 32 years ago, Rollin King and Herb Kelleher got together and decided to start a different kind of airline. "We Weren't Just Airborne Yesterday" began with one simple notion: if you get your passengers to their destinations when they want to get there, on time, at the lowest possible fares, and make darn sure they have a good time doing it, ("time flies when you're having fun!") people will fly your airline. They were right, businesses began to catch on. The Tom Joyner Morning Show (The TJM show) is currently a big advocate and does plenty of advertising for Southwest Airlines. Whenever the TJM show is performing a live Skye show, they present two of their audience attendees with two tickets from SWA to fly anywhere in the USA. Blue Cross Blue Shield of Florida has an account with Southwest Airlines for all of their employees and business traveling needs. What began as a small Texas airline has grown to become one of the largest airlines in America."
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Changing Corporate Culture at Mattel, Inc, 1985.
This paper describes the corporate culture as (Mattel, Inc. switched the corporate structure from "tall" to "flat."
1,350 words (approx. 5.4 pages), 1 source, $ 47.95
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From the Paper
"The corporate reorganization at Mattel USA, as outlined in the memorandum of July 5, 1995, may be characterized overall as a transition from a "tall" organizational structure to a "flat" organizational structure. Layers of intermediate management will be reduced, bringing top management into a more direct relationship with the operating divisions of the firm, and operating managers will be encouraged to take greater initiative.
The result can be a more supple, flexible, and efficient organization. However, the entire "process culture" within which decisions are reached at Mattel must change if the firm is to achieve the benefits of the new organizational structure. If people bring old habits into the new structure, the organizational restructuring will not only fail to achieve its potential, but will ... "
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Corporate Cultures, 2002.
This paper looks at the role corporate culture plays in promoting or inhibiting the success of a company.
907 words (approx. 3.6 pages), 6 sources, MLA, $ 32.95
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Abstract
The writer defines corporate culture and discusses how it can influence behavior at work. The paper gives details of types of behavior patterns that can become corporate culture. Finally it describes three aspects through which a company?s culture is most apparent: the socialization of new employees, subculture clashes, and the behavior of top management.
From the Paper
"The traditional corporate culture was made up of a ?deal? between a company and its employees. If a person joined the organization, he/she accepted the ethic and standards that made up the way of life in that company. The employee was committed to the company and the company was committed to its employees. (Hopkins and Richman, 1999.)"
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Corporate Culture, 1999.
An overview of corporate behavior, values, rules, leadership types, rituals and communication.
1,800 words (approx. 7.2 pages), 8 sources, $ 63.95
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Abstract
Interest in corporate culture is not a new issue. As early as 1939, analysts began noting that informal organizational structures were an important part of the work environment, and often determined the success of companies more (or at least as much as) formal structures (Ogbonna & Harris 39). While scholars and social scientists are typically those who conduct formal analysis of workplace culture, any employee in any organization both contributes to that company's culture, and is also affected by that culture.
From the Paper
"Introduction
Interest in corporate culture is not a new issue. As early as 1939, analysts began noting that informal organizational structures were an important part of the work environment, and often determined the success of companies more (or at least as much as) formal structures (Ogbonna & Harris 39). While scholars and social scientists are typically those who conduct formal analysis of workplace culture, any employee in any organization both contributes to that company's culture, and is also affected by that culture. Given this mutually dependent relationship, it is no surprise that an increasing amount of attention has been paid to corporate cultures in recent years. This research examines the concept of corporate cultures and how culture affects communication within an organization."
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Corporate Culture in Literature, 2002.
Examines the pressures of corporate society through "Bartleby, the Scrivener" by Herman Melville and "Fight Club" by Chuck Palahniuk.
2,349 words (approx. 9.4 pages), 5 sources, MLA, $ 72.95
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Abstract
This paper presents a comparison between Herman Melville's "Bartleby, the Scrivener" and Chuck Palahniuk's "Fight Club". Corporate culture is clearly defined, and the effects on each character are explained and explored. The way each character's individuality is challenged produces the individualized result that ends each of the stories.
From the Paper
"This stifling way of living not only restrains social activity, but it also blocks the imagination. Palahniuk's narrator found this unbearable and became self-loathing and suicidal: "Every takeoff and landing, when the plane banked too much to one side, I prayed for a crash. That moment cures my insomnia with narcolepsy when we might die helpless and packed human tobacco in the fuselage" (25). This morbidity comes form the knowledge that neither he nor his work really matters; he is completely expendable."
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Corporate Culture, 2003.
Discusses organizational behavior and leadership.
1,800 words (approx. 7.2 pages), 8 sources, $ 63.95
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Abstract
Describes how top management shapes and impacts organizational behavior and how a firm's culture identifies the values, norms, and attitudes that employees must adopt. Examines four key effects of corporate culture.
From the Paper
"Corporate culture is the collection of beliefs, expectations, and values learned and shared by a corporation's members and transmitted from one generation of employees to another. A ..."
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Human Genome Sciences and its Corporate Culture, 2000.
A look at the differences between biotechnology companies, blue chip companies, and Silicon Valley computer companies in terms of their organization and workforce.
1,827 words (approx. 7.3 pages), 10 sources, $ 58.95
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Abstract
Biotechnology is one of the fastest growing fields in the world. This is evident by how interested the stock market has become in any company that deals in this field. Biotechnology firms have a different organizational culture than companies that are traditional ?Blue Chips.? They are also different from ?Silicon Valley? companies because a majority of the employees at biotechnology firms are scientists. Biotechs differ from ?Blue Chip? companies because most of the ?Blue Chip? employees are in strictly business-related fields, such as finance or marketing. Biotechnology firms are different from ?Silicon Valley? companies because their employees are mostly computer programmers. This paper will discuss these differences by using Human Genome Sciences as the example.
A Brief overview of biotechnology
Why Biotechnology Firms are Different
An Overview of Human Genome Sciences
Organizational Culture in other Industries
The Culture of Human Genome Sciences
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Corporate Cultural, 2004.
This paper discusses the corporate changes necessary to function as a multinational corporation.
904 words (approx. 3.6 pages), 8 sources, APA, $ 31.95
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Abstract
This paper examines corporate culture and change. The author points out elements of successful change management. This paper explores the influence of global marketing.
From the Paper
"Cynthia Kemper writing in "Training Development" notes that the current focus in some industries including telecommunications companies is on developing global markets. Global marketing is responsible for developing transnational workforces and international management teams in multicultural settings The demands associated with doing business in a global workplace are still not fully understood. However, the process itself is presenting daily challenges to corporate executives senior managers human resources managers training professionals and organizational consultants around the world. What remains undisputed is the fact that the ability to ..."
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Corporate Governance and Corporate Law, 2002.
Examines the implications, factors and morals of corporate governance and corporate law.
2,900 words (approx. 11.6 pages), 5 sources, $ 106.95
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Abstract
This paper shall demonstrate how a quote from the U.K. summarizes corporate governance and corporate law through consolidating the diverse areas of the corporate governance system. This is achieved through investigating the factors that comprise corporate governance, in addition to the effects that corporate governance and corporate law have upon the business environment.
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Cultural Management - Culture Cannot Be Managed, 2008.
The paper discusses the question of if and how culture can be managed in a business environment.
1,928 words (approx. 7.7 pages), 5 sources, APA, $ 61.95
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Abstract
In this paper, the validity of the belief that in a business setting culture cannot be managed is critically analyzed and arguments are made both for and against the statement. The paper also presents examples that suggest that organizational culture does play a very important role in the success of the organization. However, these same examples also serve to reinforce a contention about the inability of corporate culture or management to undergo change.
From the Paper
"It must be acknowledged that the assertion - "Culture cannot be managed" - would likely meet with some degree of skepticism from organizational management students as well as corporate professionals. However, it may be argued that there is some validity to the perspective on the relationship between management and organizational culture that is manifest in this assertion. Consider, for example, the case of software giant J.D. Edwards. The corporation's CEO and chairman, C. Edward McVaney, contends that the success of a business often has very little to do with its management and senior executives who - as is commonplace in corporate culture - often come and go with minimal impact upon the organization itself. It is McVaney's view that the success of an organization is based upon its culture, which is usually invulnerable to change by management or business leaders. In McVaney's words: "95% of the time, the leaders and management of a business do not lead and manage that business" (Jesitus 16)."
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