Organisational Culture for Information Managers

Organisational Culture for Information Managers
Author: Gillian Oliver
Publsiher: Elsevier
Total Pages: 192
Release: 2011-03-04
Genre: Business & Economics
ISBN: 9781780632759

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In today’s digital environment the workplace is characterised by individuals creating information perhaps independently of formal systems, or establishing new systems without knowledge of information management requirements. This book explains and explores the concept of organisational culture, specifically within the domain of information management. It draws on the author's wide-ranging practical experience in different workplaces and uses research findings from cross-cultural studies of information management. Uses research findings from cross-cultural studies of information management Provides tools to develop practical and realistic solutions to real-world problems Draws on the author’s wide-ranging practical experience in different workplaces.

Relating Information Culture to Information Policies and Management Strategies

Relating Information Culture to Information Policies and Management Strategies
Author: Bedford, Denise A.D.,Kucharska, Wioleta
Publsiher: IGI Global
Total Pages: 314
Release: 2020-07-31
Genre: Business & Economics
ISBN: 9781799843160

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Business and information managers have struggled to meet several challenges in aligning information strategies and business cultures. The consequences of a misalignment or misfit of strategy and culture are well known in business literature, and better guidance on how to better align strategy and culture is needed. This means expanding the puzzle to align business and information cultures, align business and information strategies, and ensuring that there is a good ongoing fit between information cultures and business strategies. It also means that awareness of the information capabilities of an organization needs to be raised along with the different levels and types of information cultures. Relating Information Culture to Information Policies and Management Strategies is a critical scholarly publication that provides a holistic picture of information cultures in order to help business managers understand those cultures and to provide a foundation upon which to ground and grow future information culture research. Highlighting a wide range of topics such as information culture, business strategies, and risk assessment, this book is essential for business managers, organizational executives, information managers, cultural experts, practitioners, academicians, managers, researchers, and students.

Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance

Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance
Author: Tessier, Dana
Publsiher: IGI Global
Total Pages: 394
Release: 2021-06-25
Genre: Business & Economics
ISBN: 9781799874249

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Organizations are facing major disruptions in technology, consumer preferences, and in the makeup of their workforce, and as a result, they will need to adapt to these rapidly changing times to stay effective. Organizations that are able to tap into the collective knowledge of their employees and leverage their insights will have an advantage over those that lack this connectivity. Implementing a knowledge management (KM) strategy can help organizations improve operational effectiveness, innovation, and adapt to changes, but the majority of KM implementations fail due to misalignment with the organization's existing culture. Organizational culture can enable effective KM, or it can be a barrier to its implementation. The Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance defines the relationship between organizational culture and knowledge management and how they impact one another. This handbook also identifies critical business practices to assist organizations in transitioning to work from home while maintaining a strong corporate culture that includes beneficial knowledge-sharing behaviors. Covering topics including knowledge management, organizational culture, and change management, this text is essential for managers, executives, practitioners, leaders in business, non-profits, academicians, researchers, and students looking for research on how organizations can thrive and adapt due to emerging global disruptions as well as local or internal disruptions.

Organisational Culture and Context

Organisational Culture and Context
Author: Institute of Leadership & Management
Publsiher: Routledge
Total Pages: 137
Release: 2007-03-30
Genre: Business & Economics
ISBN: 9781136375323

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With forty well structured and easy to follow topics to choose from, each workbook has a wide range of case studies, questions and activities to meet both an individual or organization's training needs. Whether studying for an ILM qualification or looking to enhance the skills of your employees, Super Series provides essential solutions, frameworks and techniques to support management and leadership development.

Organisational culture as a management tool

Organisational culture as a management tool
Author: Matthias Arnold
Publsiher: GRIN Verlag
Total Pages: 12
Release: 2006-05-29
Genre: Business & Economics
ISBN: 9783638505918

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Seminar paper from the year 2005 in the subject Leadership and Human Resource Management - Miscellaneous, grade: 72%, University of Bradford (School Of Management), course: Organisational Behaviour, language: English, abstract: This assignment aims at discussing whether a strong organisational culture which can be used as a tool of management control helps to both motivate staff and improve company performance and should therefore be encouraged. Organisational culture can be defined as “the basic values, ideologies and assumptions which guide and fashion individual and business behaviour.” (Wilson and Rosenfeld 1990, p.229). Following Schein, organisational culture can be subdivided into three levels, representing the visibility to the observer. Most visible are the culture’s artefacts or surface manifestations, including organisational structure, processes, physical environment, technology and products, employees clothing, manners of address as well as language and company myths. These and other artefacts can be discovered while interacting with the organisation as an employee, customer or other stakeholder. The second level are espoused beliefs and values. The companies set of values normally establishes over a long period emerging from the founders and managements own mindset. These values are (or better should be) adopted by all employees as a part of their own values and beliefs and are also manifested as stated company values. The third and most in-depth level of organisational culture are the underlying basic assumptions. They evolve when beliefs and values become treated as reality, though they are never visible to an observer and can be described as the company’s own culture (Schein 2004). An important factor, when looking at organisational culture is the similarity or differences of the management’s and the employee’s view of corporate culture. A high match of organizational culture levels results in a strong organisational culture whereas differences in both groups’ mindsets lead towards a weak culture. Important thereby is not only a match of the culture’s manifestations, which only leads to a superficial strong culture, much more significant is sharing of the same values and underlying assumptions (Hartog and Verburg 2004). In a strong organisational culture, common thinking and views between employers and employees may eventually result in a better working atmosphere, an alignment of the workforce and ultimately in better performance (Deal and Kennedy 2000). Weak corporate cultures on the other hand are marked by less shared values, beliefs and assumptions and are less stringent in its thinking but are therefore also more open to changes and fluctuations. [...]

Diagnosing and Changing Organizational Culture

Diagnosing and Changing Organizational Culture
Author: Kim S. Cameron,Robert E. Quinn
Publsiher: John Wiley & Sons
Total Pages: 256
Release: 2011-01-07
Genre: Business & Economics
ISBN: 9781118047057

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Diagnosing and Changing Organizational Culture provides a framework, a sense-making tool, a set of systematic steps, and a methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. Authors, Cameron and Quinn focus on the methods and mechanisms that are available to help managers and change agents transform the most fundamental elements of their organizations. The authors also provide instruments to help individuals guide the change process at the most basic level—culture. Diagnosing and Changing Organizational Culture offers a systematic strategy for internal or external change agents to facilitate foundational change that in turn makes it possible to support and supplement other kinds of change initiatives.

Organizational Culture and Leadership

Organizational Culture and Leadership
Author: Edgar H. Schein
Publsiher: John Wiley & Sons
Total Pages: 466
Release: 2010-07-16
Genre: Business & Economics
ISBN: 9780470640579

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Regarded as one of the most influential management books of all time, this fourth edition of Leadership and Organizational Culture transforms the abstract concept of culture into a tool that can be used to better shape the dynamics of organization and change. This updated edition focuses on today's business realities. Edgar Schein draws on a wide range of contemporary research to redefine culture and demonstrate the crucial role leaders play in successfully applying the principles of culture to achieve their organizational goals.

Changing Organizational Culture

Changing Organizational Culture
Author: Mats Alvesson,Stefan Sveningsson
Publsiher: Routledge
Total Pages: 218
Release: 2015-09-21
Genre: Business & Economics
ISBN: 9781317421030

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How is practical change work carried out in modern organizations? And what kind of challenges, tasks and other difficulties are normally encountered as a part of it? In a turbulent and changing world, organizational culture is often seen as central for sustained competitiveness. Organizations are faced with increased demands for change but these are often so challenging that they meet heavy resistance and fizzle out. Changing Organizational Culture encourages the development of a reflexive approach to organizational change, providing insights as to why it may be difficult to maintain momentum in change processes. Based around an illuminating case study of a cultural change programme, the book provides 15 lessons on the entire change journey; from analysis and design, to implementation and how organizational members should approach change projects. This enhanced edition considers the most recent studies on organizational change practice, with new examples from businesses and the public sector, and includes one empirical study which uses the authors’ own framework, enriching their practical recommendations. It also draws on the latest theoretical developments, including ideas of power and storytelling. Accompanying the text is an online pedagogic and research ideas guide available for course instructors and lecturers at Routledge.com. Changing Organizational Culture will be vital reading for students, researchers and practitioners working in organizational studies, change management and HRM.