Thesis organisational culture

Masters thesis, Dublin, National College of Ireland. The main objective of this dissertation it to attempt to prove the hypotheses referred to in the title - does leadership influence organisational culture?

Thesis organisational culture

Leadership Content No topic, probably, has been quite as exhaustively examined, studied, dissected, and discussed as leadership.

But much of the focus has been on how American businesses define leadership.

Thesis organisational culture

What works in U. Housedirector of the Global Leadership and Organizational Behavior Effectiveness Research Program at the Wharton School, has spent the past ten years studying how different cultures throughout the world define leadership.

He and his colleagues have found that definitions and perceptions of leadership vary considerably from culture to culture. In the global business world, organizations and executives face a growing need to understand the subtleties and nuances of leadership as it is exercised in different cultures.

Thesis organisational culture

Over the past six years GLOBE has evolved into a multi-phase, multi-method research project in which some investigators from over 60 cultures representing all major regions of the world collaborate to examine the interrelationships among societal culture, organizational culture and practices and organizational leadership.

GLOBE has focused on universals and culture-based differences in perceived effectiveness of leadership attributes by asking middle managers whether certain leader characteristics and behaviors would help or hinder a person in becoming an outstanding leader.

Phase II found that there are universally endorsed leader attributes. In addition, the study also found that there are attributes that are universally seen as impediments to outstanding leadership. The most important finding, however, is that there are culturally-contingent attributes that can help or hinder leadership.

What is seen as a strength in one culture may be a considerable impediment in another culture. These findings appear in a paper titled: Business is global, but each business organization has a culture shaped by the business it is in and the people who run the business.

Executives are themselves products of the unique cultures in which they have learned and conducted business. To see how cultures might come into play, we can easily imagine a situation in which a British executive who was trained at an American business school is asked to run the Argentine manufacturing facility of a Japanese firm.

What leadership attributes should this executive work to develop: This executive needs to understand the culture within which he works and how his employees perceive leadership. An executive needs to develop bespoke leadership attributes, tailored to the unique culture within which he or she works.

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A general description of a leader might be someone who is charismatic and seeks to develop a transformational style of leadership. In some cultures, one might need to take strong, decisive action in order to be seen as a leader, while in other cultures consultation and a democratic approach may be the preferred approach to exercising effective leadership.

Managerial practices and motivational techniques that are legitimate and acceptable in on culture may not be in another.

There is concern in some cultures that people tend to lose their balance and perspective as a result of an excessive focus on achievement created by charismatic leaders.

Certainly the most notorious example of a charismatic leader is Hitler.

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Leaders are expected to have vision, but how this is displayed differs from culture to culture. In China, the influence of Confucian values make people wary of leaders who talk without engaging in specific action. Indian managers, on the other hand, care less about visionaries, preferring bold assertive styles of leadership.

Leaders are often thought to be risk- takers, but GLOBE found that risk taking is not universally valued as contributing to outstanding leadership.Apr 10,  · ORGANIZATIONAL CULTURE ORGANIZATIONAL BEHAVIOR DIVERSITY COMMUNICATION ORGANIZATIONAL BEHAVIOR AND GROUP DYNAMICS MGT/ July 20, Organizational Culture is the system of shared actions, values, and beliefs that has developed within an organization and guides the behavior of its members.

DETERMINING THE RELATIONSHIP AND INFLUENCE ORGANIZATIONAL CULTURE HAS ON ORGANIZATIONAL TRUST By Mindy Genetzky-Haugen A THESIS Presented to . Organization culture and change are one of the most valuable strategies in any organization.

If the implementation of the two strategies is wrongly done, it can lead to the failure of organization. International Journal of Business and Social Science Vol.

3 No. 8 [Special Issue - April ] The Impact of Organisational Culture on Performance of . Related Documents: Leadership: Leadership and Organizational Culture Essay Essay on Leadership & Culture Leadership & Culture In , Clipper Corporation was a privately held, business that had been in business for 14 years and generated roughly $30 million in revenue.

Thesis On Organisational Culture And Performance. The Relationship between Organizational Culture Differences and is a study of the effects of cultural differences on employee performance in.

Chapter 4: Organizational Cultures .

Organizational Culture