You are on page 1of 2

â ¢ Organizational Culture

Teacher: Rosany Fonseca Pedagogue Business


Dimension 3
Organizational Culture
Organizational Culture
Are norms and values shared by employees who help determine what behaviors are a
ppropriate or not. Undergoes a process of exchanges. We believe that this cultur
e becomes, it involves effort, time, task completion, quality and to transform i
ndividual attitudes on collective effort, respect for individual differences, le
adership and an important component. The organizational culture reveals normativ
e character, functioning as a filter for what new members should feel, think and
perceive. There is the organizational culture and the dominant sub-cultures in
different sectors. It is responsible for the success of an organization. Can be
created, modified and even destroyed. In the case of BIREME she was well evaluat
ed by staff.
Formulas Organizational culture = Confidence + Collaboration + Learning + system
ic + Time Perspective
.
Organizational Culture
Trust = Peace + Hope + Optimism - Pessimism
trust security optimistic hope
Organizational Culture
Learning Process = Learning + Motivation - Stagnation
Learning Motivation Learning Stagnation
Organizational Culture
Cooperation + Collaboration = Auxilio + Participation
collaborative participation helps aid cooperation
Organizational Culture
Systemic perspective = concern for all parties concern + + different viewpoints
Systemic perspective shares all points of view
Size: Organizational Culture Key Strengths
1 2 3 4 5 6 7 Relaxed environment that stimulates innovation Proud to work at th
e company, recognition of the objective social impairment (worse coming out ...)
Freedom to express good mood of the people, tolerance, solidarity Ability to wo
rk under pressure for opening new ideas
Recommendations
That these points are recognized, valued and preserved
Size: Organizational Culture Major
Improvement points 1 2 3 4 5 6 7
Wide dissemination of the identity and mission of the company Knowledge of what
makes each sector (departmentalization). Encouraging knowledge sharing Recognize
time as an important resource for innovation and to perform the tasks to encour
age and enable the participation of all activities (intellectual honesty) Recogn
ition results of systematic organization-wide concern with balancing personal an
d professional life Continuity of actions and feedback
Recommendations
Production of callouts for each sector, widely publicized week of knowledge, Doo
rs open internal rotation in the sectors Respecting the time needed for each tas
k. Make clear what is urgent and important rules to facilitate such a clear poin
t to highlight all the advances and successes of the routine activities to large
projects and cultural activities of occupational health (ergonomics) systematic
dissemination of results
Organizational Culture + Knowledge Management Formula ÷ Skills
= Innovation
Organizational Culture Formula [Information + Cultural + Planning] x (Humility)
= COMPANY Educated and Organized
Organizational Culture Formula [+ Harmony Union] x (Will) = COMPANY Happy and Mo
dern
[+ YOU + YOUR HEAD TO YOUR SUPERVISOR + PAL + DEPARTAMETO colleagues in other de
partments CUSTOMER + INTERNAL + EXTERNAL CUSTOMER] = Organizational Culture