Managing Organizational Culture

Managing organisational ending is a 2-day lopshop originally developed by GROVEWELL for Cornell Universitys School of Industrial & Labor relations (SILR). It is part of the Core Curriculum for SILRs lead Certificate, the top level of its Management Development series. Intended participants in this earnshop be supervisors, directors, and managers who are concerned nigh, or who have been asked to help to change, the culture of their organization or organisational unit. Learning / Performance Objectives The objective of this workshop is to set up managers with r e a l i s t i c , act io n a b le ideas about what they can do, and what they can diverge colleagues and subordinates to do, to enable the day-to-day practices and procedures of their unit to be more in consonance with its culture. A by-product is that participants become wisely aware that a units culture is extraordinarily resistant to change, and that leverage an existing culture is often more productive and pragmatic than trying to transform it. Course Outline Section I. What Is Culture? This question is answered via the 3-hour business simulation Ra n d ömi a Bal lo o n Fac t o r y Section II. What Is Organizational Culture?

Addressed is the organizational culture concept (a) as applied to work and work relationships in the U.S. or Europe, and (b) as applied to work and work relationships within an organization. Applied is our Organizational Culture Estimator, which enables participants to think about organizational culture as anthropologists, interculturalists, and sociologists have been doing for decades. Section III. Diagnosing Organizational Culture Guided by Edgar Scheins Organizational Culture and Leadership (1992), participants (1) describe their own cultures artifacts, (2) identify its values, (3) identify its fundamental assumptions, (4) evaluate assumptions in light of their own hoped-for practicable improvements. Participants... If you want to get a full essay, order it on our website: Orderessay

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