TERM PAPER OF MANAGEMENT PRACTITCE

AND ORGANIZATIONAL BEHAVIOR

TOPIC: - GOOD ORGANIZATION CULTURE RESULT IN

GOOD WORKING ENVIRONMENT
Organizational Culture

People in every workplace talked about organizational culture, that

mysterious word that characterizes a work environment. One of the key
questions and assessments, when employers interview a prospective
employee, explores whether the candidate is a good “cultural fit.”
Culture is difficult to define, but you generally know when you have
found an employee who appears to fit your culture. He just "feels" right.

Culture is the environment that surrounds you at work all of the time.
Culture is a powerful element that shapes your work enjoyment, your
work relationships, and your work processes. But, culture is something
that you cannot actually see, except through its physical manifestation in
your work place.

In many ways, culture is like personality. In a person, the personality is

made up of the values, beliefs, underlying assumptions, interests,
experiences, background, and habits that create a person’s behavior.

Culture is made up of the values, beliefs, underlying assumptions,

attitudes, and behaviors shared by a group of people. Culture is the
behavior that results when a group arrives at a set of - generally
unspoken and unwritten - rules for working together.

An organization’s culture is made up of all of the life experiences each

employee brings to the organization. Culture is especially influenced by
the organization’s founder, executives, and other managerial staff
because of their role in decision making and strategic direction.
Culture is represented in a group’s:

• Language,
• Decision making,
• Symbols,
• Stories and legends, and
• Daily work practices.

Something as simple the objects chosen to grace a desk tell you a lot
about how employees view and participate in your organization’s
culture. Your bulletin board content, the company newsletter, the
interaction of employees in meetings, and the way in which people
collaborate, speak volumes about your organizational culture.

Central Concepts about Culture

“Culture = Behavior”. Culture is a word used to describe the

behaviors that represent the general operating norms in your
environment. Culture is not usually defined as good or bad, although
aspects of your culture likely support your progress and success and
other aspects impede your progress.
A norm of accountability will help make your organization successful. A
norm of spectacular customer service will sell your products and engage
your employees. Tolerating poor performance or exhibiting a lack of
discipline to maintain established processes and systems will impede
your success.

“Culture is learned”. People learn to perform certain behaviors through

either the rewards or negative consequences that follow their behavior.
When a behavior is rewarded, it is repeated and the association
eventually becomes part of the culture. A simple thank you from an
executive for work performed in a particular manner molds the culture.
“Culture is learned Through Interaction”. Employees learn culture by
interacting with other employees. Most behaviors and rewards in
organizations involve other employees. An applicant experiences a sense
of your culture, and his or her fit within your culture, during the
interview process. An initial opinion of your culture can be formed as
early as the first phone call from the Human Resources department.

“Sub- cultures Form through Rewards”. Employees have many

different wants and needs. Sometimes employees value rewards that are
not associated with the behaviors desired by managers for the overall
company. This is often how subcultures are formed, as people get social
rewards from coworkers or have their most important needs met in their
departments or project teams.

METHODOLOGY
For this term paper one has to know each and every aspect of the concept
thoroughly. And then for pricing planning one has to get update with the
latest trends and all factors which are continuously affecting these
decisions. So acquiring the data regarding this I gone through by several
things like:

• Books;
• Magazines;
• Journals;
• Web site.
ARTICLES

1. How to Change Your Culture: Organizational

Culture Change.

Changing your organizational culture is the toughest task you will ever
take on. Your organizational culture was formed over years of
interaction between the participants in the organization. Can feel like
rolling rocks uphill. Organizational cultures form for a reason. Perhaps
the current organizational culture matches the style and comfort zone of
the company founder. Culture frequently sound coming back the
prevailing management style. Since managers tend to hire people just
like themselves, the established organizational culture is reinforced by
new hires. Organizational culture grows over time. People are
comfortable with the current organizational culture. For people to
consider culture change, usually a significant event must occur. An event
that rocks their world such as flirting with bankruptcy, a significant loss
of sales and customers, or losing a million dollars, might get people's
attention. Even then, to recognize that the organizational culture is the
culprit and to take steps to change it is a tough journey. In no way do I
mean to trivialize the difficulty of the experience of organizational
culture change by summarizing it in this article, but here are my best
ideas about culture change that can help your organization grow and
transform. When people in an organization realize and recognize that
their current organizational culture needs to transform to support the
organization's success and progress, change can occur. But change is not
pretty and change is not easy. Organizational culture change is possible.
Culture change requires understanding, commitment, and tools.
Steps in Organizational Culture Change:-

There are three major steps involved in changing an organization's

culture. My earlier article discusses how to Understand Your Current
Culture because an organization can change its culture, it must first
understand the current culture, or the way things are now. Do take the
time to pursue the activities in this article before moving on to the next
steps. Once you understand your current organizational culture, your
organization must then, and decide what the organizational culture
should look like to support success. What vision does the organization
have for its future and how must the culture change to support the
accomplishment of that vision? Finally, the individuals in the
organization must decide to change their behavior to create the desired
organizational culture. This is the hardest step in culture change.
Plan the Desired Organizational Culture
The organization must plan where it wants to go before trying to make
any changes in the organizational culture. With a clear picture of where
the organization is currently, the organization can plan where it wants to
be next.
Mission, vision, and values: to provide a framework for the assessment
and evaluation of the current organizational culture, your organization
needs to develop a picture of its desired future. What does the
organization want to create for the future? Mission, vision, and values
should be examined for both the strategic and the value based
components of the organization. Your management team needs to answer
questions such as: What are the five most important values you would
like to see represented in your organizational culture? Are these values
compatible with your current organizational culture? Do they exist now?
If not, why not? If they are so important, why are you not attaining these
values? Take a look at the rest of the actions you need to take to change
your organizational culture.

2) Culture: You’re Environment for People at Work

What Is Organizational Culture?
People in every workplace talked about organizational culture, the
mysterious word that characterizes a work environment. One of the key
questions and assessments, when employers interview a prospective
employee, explores whether the candidate is a good “cultural fit.”
Culture is difficult to define, but you generally know when you have
found an employee who appears to fit your culture. He just "feels" right.
Culture is the environment that surrounds you at work all of the time.
Culture is a powerful element that shapes your work enjoyment, your
work relationships, and your work processes. But, culture is something
that you cannot actually see, except through its physical manifestations
in your work place. In many ways, culture is like personality. In a
person, the personality is made up of the values, beliefs, underlying
assumptions, interests, experiences, upbringing, and habits that create a
person’s behavior. Culture is made up of the values, beliefs, underlying
assumptions, attitudes, and behaviors shared by a group of people.
Culture is the behavior that results when a group arrives at a set of -
generally unspoken and unwritten - rules for working together. An
organization’s culture is made up of all of the life experiences each
employee brings to the organization. Culture is especially influenced by
the organization’s founder, executives, and other managerial staff
because of their role in decision making and strategic direction.
Culture is represented in a group’s:
Language, Decision making, Symbols, Stories and legends, and Daily
work practices.
Central Concepts about Culture
Seven characteristics of culture
Culture = Behavior. Culture is a word used to describe the behaviors that
represent the general operating norms in your environment. Culture is
not usually defined as good or bad, although aspects of your culture
likely support your progress and success and other aspects impede your
progress. A norm of accountability will help make your organization
successful. A norm of spectacular customer service will sell your
products and engage your employees. Tolerating poor performance or
exhibiting a lack of discipline to maintain established processes and
systems will impede your success. Culture is learned. People learn to
perform certain behaviors through either the rewards or negative
consequences that follow their behavior. When a behavior is rewarded, it
is repeated and the association eventually becomes part of the culture. A
simple thank you from an executive for work performed in a particular
manner molds the culture. Culture is learned through Interaction.
Employees learn culture by interacting with other employees. Most
behaviors and rewards in organizations involve other employees. An
applicant experiences a sense of your culture, and his or her fit within
your culture, during the interview process. An initial opinion of your
culture can be formed as early as the first phone call from the Human
Resources department. Sub-cultures Form Through Rewards..
Employees have many different wants and needs. Sometimes employees
value rewards that are not associated with the behaviors desired by
managers for the overall company. This is often how subcultures are
formed, as people get social rewards from coworkers or have their most
important needs met in their departments or project teams
3) Seven Reasons Organizational Culture Matters

It is for these basic reasons that organizational culture matters. It is the

right thing for an organization to do - to think about the work
environment, working relationships and "how we do things here."
Focusing on building and sustaining an organizational culture is one way
of showing that people are the organization's most valuable asset.
There are of course many other bottom line business reasons to focus on
and build organizational culture. Here are seven of those reasons.
A strong culture is a talent-attractor. Your organizational culture is part
of the package that prospective employees look at when assessing your
organization. Gone are the days of selecting the person you want from a
large eager pool. The talent market is tighter and those looking for a new
organization are more selective than ever. The best people want more
than a salary and good benefits. They want an environment they can
enjoy and succeed in. A strong culture is talent-retainer. How likely are
people to stay if they have other options and don't love where they are?
Your organizational culture is a key component of a person's desire to
stay. A strong culture engages people. People want to be engaged in their
work. A strong culture creates energy and momentum. Build a culture
that is vibrant and allows people to be valued and express them and you
will create a very real energy. That positive energy will permeate the
organization and create a new momentum for success. Energy is
contagious and will build on itself, reinforcing the culture and the
attractiveness of the organization.
A strong culture changes the view of "work." Most people have a
negative connotation of the word work. Work equals drudgery, 9-5, "the
salt mine." When you create a culture that is attractive, people's view of
"going to work" will change. A strong culture creates greater synergy. A
strong culture brings people together. When people have the opportunity
to (and are expected to) communicate and get to know each other better,
they will find new connections. These connections will lead to new ideas
and greater productivity - in other words, you will be creating synergy.
Literally, 1 + 1 + right culture = more than 10. How is that for leverage?
A strong culture makes everyone more successful. Any one of the other
six reasons should be reason enough to focus on organizational culture.
But the bottom line is that an investment of time, talent and focus on
organizational culture will give you all of the above benefits. Not only is
creating a better culture a good thing to do for the human capital in the
business, it makes good business sense too.

4) Importance of maintaining a good organizational culture

The word used to describe all the employees in terms of their

background, strengths, weaknesses, education, psychology, attitudes,
beliefs, values, and experiences in life is organizational culture.
Organization culture or environment for your employees is very
important as it is to the external publics. Many companies include this in
their recruitment strategy to only make sure that their potential
candidates expected to fill the vacant positions can culturally fit in their
organizations. It is not easy to ascertain if a particular candidate can
match the organizational culture but in a way or two, recruiters know
when they have found the right person for the job. Whether a company
culture is strong or weak starts from within and more specifically from
what the employees and other internal groups gossip about it. The
employees are well motivated to operate as per the set standard when
they feel that a strong and positive organizational culture exists. When it
is weak, they may respond aggressively to instigate action from the top
management and at the same time tarnish the organizational image to the
external public. This could be because the organization climate is in such
a way that parties should not be involved in any actions or talks that
would bring conflicts or when there is a key compelling person whose
thinking can never be challenged. When the internal publics lack
confidence with the organizational culture, even the external ones will in
one way or another behave similarly.. The human resources wishing to
be part of it now and in the future may change their minds for it then
would not guarantee working with nice people, a kind atmosphere,
reasonable reviews and so on

5) ORGANISATIONAL CULTURE CHANGE –

INDISPENSABLE CONSTITUENT FOR THE SUCCESS
OF EVERY ORGANIASATION
ANGE – INDISPENSABLE CONSTITUENT FOR THE SUCCESS
OF EVERY ORGANIASATION

Organizational culture

Organizational culture is an idea in the field of Organizational studies

and management which describes the psychology, attitudes, experiences,
beliefs and values of an organization when people are at work on a daily
basis, many of the manifestations of culture become almost invisible.
Assessing your organizational culture is a lot like trying to tell someone
how to tie their shoes. Once you've been tying your own shoes every day
for years and years, it is hard to describe the process to another person.
Culture is made up of the values, beliefs, underlying assumptions,
attitudes, and behaviors shared by a group of people. Culture is the
behavior that results when a group arrives at a set of - generally
unspoken and unwritten - rules for working together. Organizational
culture grows over time. People are comfortable with the current
organizational culture. For people to consider culture change, usually a
significant event must occur. An event that rocks their world such as
flirting with bankruptcy, a significant loss of sales and customers, or
losing a million dollars, might get people's attention. When people in an
organization realize and recognize that their current organizational
culture needs to transform to support the organization's success and
progress, change can occur. But change is not pretty and change is not
easy.

6) Is Organizational culture change possible

Organizational culture change is possible. Culture change requires

understanding, commitment, and tools. Culture is the environment that
surrounds you at work all of the time. Culture is a powerful element that
shapes your work enjoyment, your work relationships, and your work
processes. But, culture is something that you cannot actually see, except
through its physical manifestations in your work place. In many ways,
culture is like personality. In a person, the personality is made up of the
values, beliefs, underlying assumptions, interests, experiences,
upbringing, and habits that create a person’s behavior.

Culture is represented in a group’s:

• Language,
• Innovation
• Decision making,
• Symbols,
• Stories and legends, and
• Daily work practices.

Organizational Culture is
• Is historically rooted
• Everyday practice
• Leads to uniform thinking and behavior
• Guides all decision making
• Socializes newcomers
Characteristics of organizational culture

An organization’s culture is made up of all of the life experiences each

employee brings to the organization. Culture is especially influenced by
the organization’s founder, executives, and other managerial staff
because of their role in decision making and strategic direction Changing
the organizational culture is the toughest task. The organizational culture
was formed over years of interaction between the participants in the
organization. Organizational cultures form for a reason. Perhaps the
current organizational culture matches the style and comfort zone of the
company founder. Culture frequently echoes the prevailing management
style. Since managers tend to hire people just like themselves, the
established organizational culture is reinforced by new hires.
• Culture is Behavior.
• Culture is learned.
• Culture is learned Through Interaction.
• Sub-cultures Form through Rewards
• People Shape the Culture.
• Culture is negotiated.
• Culture is Difficult to Change.
• Work culture is often interpreted differently by diverse
employees.
• Culture may be strong or weak
• Ideally, organizational culture supports a positive, productive,
environment.

7) How to Observe Your Current Organizational Culture

You can obtain a picture of your current organizational culture in several

ways. To participate in the assessment of your organizational culture,
you must: People in every workplace talk about organizational culture,
that mysterious word that characterizes a work environment. Culture is
difficult to define, but you generally know when you have found an
employee who appears to fit your culture. He just "feels" right.

1. Observation of your culture in action. One way to observe the

culture in your organization is to take a walk around the building, and
look at some of the physical signs of culture. Like space allocation,
offices location, space allocation, Displays on bulletin boards& desk
checking memos or email, tone of talks (formal or informal, pleasant or
hostile, communication with one another etc. 2.
Emotion and conflict in the Organization. While interacting with the
employees we must see how much emotion is expressed during the
interaction. 3.
Watch Hangouts, area arrangements. Look at the objects and artifacts
that sit on desks and hang on walls. Observe common areas and furniture
arrangements. 4. Interact
with employees. Ask your employee some question to know what is the
type of culture they have in their mind and what culture do they expect in
the organization
• What would you tell a friend about your organization if he or she
was about to start working here?
• What is the one thing you would most like to change about this
organization?
• Who is a hero around here? Why?
• What is your favorite characteristic that is present in your
company?
• What kinds of people fail in your organization?
• What is your favorite question to ask a candidate for a job in your
company

8) How the culture evolution to be made:

Culture is a major determinant of an organization’s ability and desire to
innovate. Understanding what your culture is now, and how it needs to
evolve, will help map out a way to produce even higher octane levels of
performance in your organization, whatever its size may be.
• Do employees know your organization’s vision, mission, strategies
and objectives clearly
• How supportive is your previous culture
• What are draw backs of the previous culture and why do we need
to change it.
• Are employees being more creative active?
• Do the organization change frequently
• How employees focus on problem-solving.
• How much flexibility do people have in coping with the change
• Who in the organization typically comes up with ideas?
• How would you describe the overall communication climate in
your organization
• To what extent does your organization invest in sufficient
employee training

Conclusion:
Organizational culture change is necessary to support almost all
organizational change efforts (strategic, structural, or process).
Organizational change efforts will fail if organizational culture remains
fundamentally the same. The effectiveness of organizational change
efforts requires embedding improvement strategies in the organizational
culture.

Changes in procedures remain superficial and short-lived unless there are

fundamental changes in values, ways of thinking, and approaches to
problem solving. The resisting forces will simply renew their efforts to
re-establish the old status quo.

9) Organic Gardening - The Essentials Of Going Organic!

Organic gardening today involves more than making a cultural impact.
In fact, it is now considered an intelligent way of living in harmony with
the natural environment. While fertilizers and chemical pesticides are
extremely toxic and can prove fatal to useful plants and bugs, tending to
your garden organically, using organic plant food, organic gardening
supplies and natural lawn maintenance all prove very beneficial to the
fragile ecosystem that makes up your garden.
The essentials of organic garden tending are:
1. Rich and fertile soil
2. Sturdy plants
3. Adequate water and sunlight
4. Organic feeds, pesticides, and fertilizers
If there is fertile soil, a good spread of manure and ample nutrients in
your garden, then your work is made even more easy. Enriched soil is
the foundation of an organic garden, organic gardening supplies, and
natural lawn maintenance.
In the absence of fertile soil, it is not possible to achieve the same level
of distribution of nutrients to the roots or the same level of defense
against pests. Besides, without rich soil the groundwork for a good lawn
cannot be laid down and even using organic garden supplies with self-
assurance is not done on account of the beneficial effects being reduced
by poor soil.
Moreover, sturdy plants can do much towards improving the organic
garden, organic gardening supplies, and natural lawn maintenance.
Selecting healthy plants free from disease makes certain that the diseases
are not transmitted to your garden. A sturdy and tough plant can
withstand better, adverse gardening conditions. Hence, if irrigation is not
carried out regularly or there is blistering sunshine, sturdy plants are able
to tolerate the vagaries of nature much better.
Organic Pesticides and Fertilizers the maintenance of the organic garden,
organic gardening supplies and natural lawn preservation are stipulated
like add-ons in the diet of a sportsperson. Organic feeds are conditional
on the kind of plants you wish to grow and the soil quality. Based on
whether the levels of nitrogen are low or the level of potassium is grossly
down one can choose to opt for a granite meal or blood meal.
An overall decent organic fertilizer will contain phosphorous, potash and
nitrogen as its key nutrients. Even though manure has been used for the
past so many years, at times levels of nutrients in the manure are far less
than those in organic products. In the case of lawns, a safe and reliable
herbicide is corn meal gluten. A few gardeners use hot pepper sprays or
soap to discourage insects or to get rid of aphids. Most of the organic
gardeners just remove or wash out the bugs from the plants. In
whichever way you seek to set up organic garden tending, organic feed,
organic gardening supplies, and natural lawn maintenance as a part of
your garden routine is left up to you.
There are several established methods, but then there is always room for
improvement, to go organic and to be happy and healthy as a result of it.

10) Motivational Posters: Can be Motivating in Working

Organizations!
It is very important to have motivating things around you if you want to
perform exceptionally well in life and this is a reason why working
organizations prefer sticking motivational posters within the office
premises. It is these posters that help to represent the attitude and
working environment of the organization. It is extremely motivating and
inspiring for people to work while having motivational posters around
them, as these posters develop positive vibes in the surrounding.
People try to achieve their day to day targets by staying around such kind
of motivating posters. Surely, such kind of an environment can help to
stimulate the thinking levels of people at work. Even employees feel that
they find themselves extremely relaxed once they come across such kind
of posters. If employers want to be successful then it is advisable that
they must go for employee satisfaction concept while boosting their
stamina. Apart from enhancing an employee performance, motivational
posters even affect the thinking levels of people on their personal front.
People find changes in their behavior and attitude while handling their
personal matters as well. It is very important for companies to build a
positive work culture so that people feel free and motivated to work.
Many companies have adapted this concept to make their working
culture hygienic by making motivational posters an integral part of their
surrounding walls. While some of the middle level companies are still
struggling to opt this kind of a culture to see the changes in their
productivity and working conditions.

So, it is true that motivational posters have a very positive impact on

professional as well as personal front as far as people opt the good things
from these posters. It is very important that people must take and grab
the exact meaning from the inspiring and motivating thoughts, as this
will help in better results all together.

Patrick Arden is a professional writer, presently he is

writing articles on one sheet posters, rap posters,
scenic posters, and pop art posters. Motor bikes posters,
map posters, icons posters, gothic posters, television
posters and many more.

11) The Four Cultures of Employee Retention

Despite fluctuating economic times and increased globalization of
American jobs, most employers are finding it hard to keep good workers.
The reality of today's job market is that workers are expecting more from
their employers and are not afraid to move on if their needs are not met
by your organization. Based on compelling data from the Society for
Human Resource Management and others who study workforce trends,
leading organizations must take time to analyze their retention realities
and ensure that the valuable employees they currently have are not
seeking greener pastures. How do great organizations maintain low
levels of turnover and high levels of employee satisfaction? The answer
is found in one word: culture. Organizations with high rates of employee
retention concentrate on creating four distinct cultures that keep people
focused on the organization and its goals. The purpose of this article is to
explore these four cultures and to recommend practical strategies for
developing these cultures in your workplace. Effective retention cultures
include an intense focus on choice, balance, development and care.

The Culture of Choice Donald N. Smith, the president of Burger King

said, "The individual choice of garnishment of a burger can be an
important point to the consumer in this day when individualism is an
increasingly important thing to people." Burger King recognized long
ago that Americans expect to have multiple choices each day. Workers
are not an exception to this rule. Today's employees are looking for
choice in the methods they use for completing a job, in the benefits they
receive from work, and in when and how they report to work. In the last
two decades, we've seen an explosion in the types of employee benefits
offered by employers. We've seen an increased acceptance of
telecommuting and flex-time. Choices in the tools they use, the methods
they employ, and the recognition they receive are all characterized as
innovations in human resource management. In short, we continue to
learn more and more about employee engagement and the link between
empowerment and retention. Do your employees have choices every
day? If not, they might soon be exercising their choice to leave.

The Culture of Balance Even with increased acceptance of flextime and

work/life balance initiatives, employers indicate that stress levels still
remain high in their workplaces. Employers with lower levels of
turnover recognize the increasingly important issue of balance and are
addressing this need with proactive programs to help workers find
satisfaction at home and on the job. This trend is being driven by a
growing population of women in the workforce. The trend is expected to
continue with young women surpassing men in professional degree
acquisition. Progressive organizations will recognize these trends and
look to their increasing population of women to drive their culture of
balance. And, while some organizations have already responded to this
call, those organizations with professions that are typically dominated by
males may find this to be an increasingly important issue in terms of
attracting and retaining workers. For example, in the historically male-
dominated world of professional accounting, firms traditionally expected
high levels of billable hours and little time off. Some firms are now
recognizing the value of creating a culture of balance by offering
increased levels of mandatory vacation each year. Coupled with flexible
hours and family-friendly benefits, these firms are recognizing the
impact a balance-focused work culture can have on the retention of top
performers.

The Culture of Development

Bestselling authors Beverly Kaye and Sharon Jordan-Evans, in their

book, Levee or Lose'em, say that any organization that ignores the
ambitions of good people can't expect to keep them. High rates of
retention are clearly linked to the amount of attention the employee gets
in terms of their professional development and growth. When employees
feel that their career goals have been acknowledged and that they are
continuing to be challenged on the job, they are likely to stick around.
Employees who feel stagnated, ignored, or bored will likely start to look
for other opportunities. So how do great organizations create cultures of
development? A culture of development can be cultivated through a
variety of tools. Training, mentoring, and clear career paths all contribute
to this culture. However, the strongest culture of development is created
by the first line supervisor who works with the employee each day.
Every supervisor and manager has an opportunity to show that they are
interested in the employee's growth and development by asking the right
questions and by understanding where the employee wants to go
professionally. Kaye and Jordan suggest that managers and supervisors
have a regular "stay" discussion with each employee where the following
questions are explored:
• What learning opportunities can we support? • What work challenges
would "turn you on?" • What can we do to help you be more fulfilled on
the job? • What will keep you here? Simply by asking, managers and
supervisors can begin to create a culture of development, and hence
increased levels of retention.

A Culture of Care R. Bray ton Bowen of the Howland Group said, "In a
strict sense, the kind of motivation we need to be talking about in today's
environment is inspired rather than induced." As Bowen indicates
employees will be motivated to stay put and work at higher levels if they
feel that they are cared for and if they care about the work they are
doing. In other words, employees must feel a sense of inspiration to fully
commit to their daily activities. In organizations where retention levels
are high and turnover is low, research has found that employees find
some level of inspiration from their jobs. Such inspiration might be a
sense of contributing to the greater good. It might be a commitment to
the team and its goals. Inspiration may be derived by following a
committed and ethical leader. However the inspiration is created,
employees must be lead to care about their work and about the
organization. How is a culture of care created? Recently a study was
done with employees of a small city government. Written employee
surveys indicated that morale was low and that many of the employees,
including long-term employees, were considering leaving the
organization for other opportunities. In fact, turnover was at high levels
in comparison with previous years. In a small organization such as this
one, with less than 30 employees, the results of high turnover are
devastating to the organization, its productivity, and its reputation in the
community. Upon further exploration of the survey results through one-
on-one interviews, it was discovered that the reason the employees were
dissatisfied was because they felt that they were not being listened to by
a new manager. Some employees said they were not feeling respected.
They reported that a newly promoted supervisor often trivialized their
skills and did not recognize their day-to-day achievements. After further
review, the following conclusions were found:
• The leaders, including managers and supervisors, directly impacted the
culture and the sense of care within the organization.

• The leaders did not recognize the impact their behaviors were having
on the morale of the workforce.

• For morale, and thus retention levels, to improve, the leadership team,
many of whom were new to the organization, needed to address their
own beliefs and skills as it related to being leaders.

In this example, retention and overall employee satisfaction was being

directly impacted by the level of empathy and attention provided by the
organization's first and second line leaders. It is clear that the relationship
between these key players and employees is a major factor in employee
retention today.

Conclusion

We have all read the ominous reports that indicate the workforce will
shrink in numbers over the next ten years with the anticipated exit of the
baby boomers. It is clear that organizations will continue to be
challenged to attract and retain qualified and committed employees. It is
now time to turn our attention internally, to the four cultures of employee
retention. Use the following questions to explore the four cultures in
your organization:

• Does your organization provide ample choice to employees throughout

the work experience? Do employees feel that they can control their day-
to-day work life?

• Does your organization recognize the increased need for work/life

balance by employees? How can you continue to communicate this
priority to employees?

• How is your organization fostering a culture of development? Besides

the traditional development strategies such as training and tuition
reimbursement, what is your organization doing to foster a sense of
continuous learning and development at all levels? What role do
supervisors and managers play in creating this culture?

• Do your employees feel "cared for?" Have the organization's leaders

created a sense of commitment among the staff by showing they care?

With the national average length of employment hovering around one

and a half years per job, it makes sense to explore what it takes to retain
and develop a committed staff. Retention, while often considered a factor
of economic times, is now being considered a long-term strategic goal
for organizations that recognize its value

12) Aboriginals and Environment

The environmental concerns have become growing in the modern world

of industrial development. In fact, the environmental issue is a very
broad one, as it touches not only the health implications of pollution, but
the world security as well. The destruction of ecosystem and the
extraction of limited resources might lead to the world epidemics and
hunger. The majority of natural resources are not reproductive. Thus,
people have to be very careful exploiting. Unfortunately, it doesn't
always happen. The most part of human-beings are used to neglect
environmental issues trying to take advantage to the fullest extent from
everything that nature gives.
There exists a common view that aboriginals are the best representatives
of the latter group of people, as they tie their whole existence with the
nature itself. Thus, aboriginals use natural resources, including fishing,
hunting, and harvesting in the biggest extent. There are three main
assumption used to prove the hypothesis stated above:
It is the growing economic development and capitalistic system of nature
exploitation that lead to substantial environmental concerns.
Natural resources are highly utilized by both Aboriginal and non-
aboriginal communities, therefore, it is not only the concern and the guilt
of the former.
Self-regulation doesn't merely involve the issue of harvesting resources.
The establishment of self-regulated practices should be the ground-base
for broader self-government issue.
Those are the major points discussed in the research paper with regard to
the major topic. The natural environment in which we live, by
comparison with 30 years ago. I don't take even longer period, because
the difference would be amazingly enormous. And this is the case,
despite the fact that there have been continuous significant technological
inventions and an expansion of scientific knowledge that one might have
expected would have led to the opposite consequence. As a result, today,
unlike 30 or 100 or 500 years ago, ecology has become a serious political
issue in many parts of the world. There are even reasonably significant
political movements organized centrally around the theme of defending
the environment against further degradation and reversing the situation
to the extent possible.
Our life is a constant change. Ancient people were different from those
who lived in the middle Ages. The latter differed much from those of
19th century. Contemporary informational society is surely quite
different from the one of the 19th century. All those changes took place
to gradual development of civilization economic, political, and
technological. In fact, all the latter factors are strongly interconnected:

Conclusion

The environmental issues gain more serious importance in the modern

world of globalization and fast growth. However, the environmental
concerns root for deep in the history of different civilizations and
systems. The historical capitalism is the main system, which can be
blamed for environmental concerns. The former gave birth to rigorous
exploitation of social and natural resources. Capitalism by its nature is
concerned with maximum profit at any cost, whether that cost is human
misery or environmental degradation. It seeks quick returns and is
opposed to long-range social planning. People became mere tools for
enrichment of others. Being hardly able to survive, they didn't think
about nature preservation. Their primary concern was how to survive.
Moreover, the capitalistic system also gave impulse to increased
production. The latter, in turn, stimulated the rise of huge transnational
corporations. Their global business endangered the normal functioning
of ecosystems worldwide. In order to escape responsibility TNCs have
been always signing deals with influential politicians. Thus we see that
environment has always been not so much an issue of healthcare as an
issue of wealth and politics. Yet, such flaws could be forgiven if they
didn't affect one of the most vulnerable groups of people Aboriginals.
In fact, Canadian Aboriginals have been suffered much from TNCs
trying to take over their land. But what is even more discouraging for
them is the fact that they still do not have absolute rights to take
advantage of their natural resources whenever and wherever they want.
This situation puts at risk their mere existence, as the dependence of
Aboriginals upon nature is obvious. Moreover, ties with the natural
environment are somewhat more than simple attempt to satisfy basic
needs. It is a spiritual context that deeply roots in Aboriginals ties with
nature itself. Thus, to help Aboriginals to preserve their ethnicity, their
culture and traditions, moreover, simply to help them to survive, it is
absolutely important to grant this group of people self-governance. The
government of Canada has to ensure those rights as quickly as possible.
Moreover, it can be an important political tool to keep the country out of
ethnical tensions and First Nation's anger. Besides, self-governance is an
effective remedy to promote individual responsibility. Because only
conscious society can form a firm ground for stable economic
development and effective politics.

13) Importance of maintaining a good organizational culture

The word used to describe all the employees in terms of their

background, strengths, weaknesses, education, psychology, attitudes,
beliefs, values, and experiences in life is organizational culture. Other
management experts assert that this term has a different meaning from
corporate culture, which refers to the characteristics in total that make an
enterprise unique. It represents the internal ethical standards and also the
kind of leadership role such a company has. Seniors can implement it in
form of standards of behavior aligned with the overall organizational
goals and impose them on the subordinates. Maintaining a good
organization culture or environment for your employees is very
important as it is to the external publics. Employees contribute a lot to
this almost as chief executive managers do through their role in
leadership and their actions. Many companies include this in their
recruitment strategy to only make sure that their potential candidates
expected to fill the vacant positions can culturally fit in their
organizations. It is not easy to ascertain if a particular candidate can
match the organizational culture but in a way or two, recruiters know
when they have found the right person for the job. Whether a company
culture is strong or weak starts from within and more specifically from
what the employees and other internal groups gossip about it. The
employees are well motivated to operate as per the set standard when
they feel that a strong and positive organizational culture exists. When it
is weak, they may respond aggressively to instigate action from the top
management and at the same time tarnish the organizational image to the
external public. At times the internal public may not assertively push for
alternative actions even when there is an apparent need to alter
management thinking. This could be because the organization climate is
in such a way that parties should not be involved in any actions or talks
that would bring conflicts or when there is a key compelling person
whose thinking can never be challenged. When the internal publics lack
confidence with the organizational culture, even the external ones will in
one way or another behave similarly. When bad news are shared with the
outsiders, and spread far and wide, the overall performance of such a
company is negatively affected, if the society, being the key source of
resources is not satisfied. The human resources wishing to be part of it
now and in the future may change their minds for it then would not
guarantee working with nice people, a kind atmosphere, reasonable
reviews and so on. Carrying out an evaluation of the current organization
culture is something that managers should do. The results of the
assessment may be positive and encouraging or simply disappointing.
All they need to acknowledge is that they could never start creating a
strong culture without first seeking to understand that they have a
problem to solve. If every new employee who becomes a part of a given
organization were to be allowed to interact, act or think as they please,
the end results would be a division not a union. This is why seniors come
up with company sets of standards of behavior to guide the subordinates,
but the problems come in when they do it on their own. Involving the
subordinates in such decisions to bring about the radical or minor
adjustments in the current organizational culture is the way forward.

. BIBLOGARAPHY

List of books and articles-

Text book:- Organization behavior

List of websites articles

• www.google.com
• www.wikipedia.com
• www.proquest.umi.com
• www.researchindia.org
• www.answers.com

List of Books
S. P. Robbins