Resource Planning Quarter

Organizational Culture Quarter (hereinafter, the Quarter) is the first of four lectures of Operations Quadrivium (hereinafter, the Quadrivium):

• The Quarter is designed to introduce its learners to enterprise discovery, or, in other words, to concepts related to obtaining data needed to administer the enterprise effort; and
• The Quadrivium examines concepts of administering various types of enterprises known as enterprise administration as a whole.

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.

Outline

The predecessor lecture is Organizational Structure Quarter.

Concepts

1. Organizational culture. A system of shared meaning held by members that distinguishes the organization from other organizations.
   • Organizational culture. The shared values, principles, traditions, and ways of doing things that influence the way organizational members act and that distinguish the organization from other organizations.
   • Strong organizational culture. An organizational culture in which the key values are intensely held and widely shared.
   • Positive organizational culture. An organizational culture that emphasizes building on employee strengths, rewards more than punishes, and emphasizes individual vitality and growth.
   • Organizational subculture. A miniculture within an organization, typically defined by department designations and geographical separation.
2. Organizational climate. The shared perceptions organizational members have about their organization and work environment.
   • Mission. The purpose of an organization.
   • Organizational process. One of the ways that organizational work is done.
   • Ritual. A repetitive sequence of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable.
   • Small business. An organization that is independently owned, operated, and financed; has fewer than 100 employees; doesn't necessarily engage in any new or innovative practices; and has relatively little impact on its industry.
   • Workspace.
   • Workplace.
   • Organizational demography. The degree to which members of a work unit share a common demographic attribute, such as age, sex, race, educational level, or length of service in an organization, and the impact of this attribute on turnover.
   • Open-book management. A motivational approach in which an organization's financial statements (the "books") are shared with all employees.
3. Value-based management. The organization's values guide employees in the way they do their jobs.
   • Organizational value. The primary or dominant value that is accepted throughout the organization.
   • Rule. An explicit statement that tells managers what can or cannot be done.
4. Organizational citizenship. Actions that contribute to the psychological environment of the organization, such as helping others when not required.
   • Utilitarianism. A system in which decisions are made to provide the greatest good for the greatest number.
   • Positive diversity climate. In an organization, an environment of inclusiveness and an acceptance of diversity.
   • Organizational citizenship behavior. Discretionary behavior that contributes to the psychological and social environment of the workplace.
   • Organizational citizenship behavior. Discretionary behavior that is not part of employee's formal job requirements, but which promotes the effective functioning of the organization.
5. Social responsibility. A business' intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.
   • Glass ceiling. The invisible barrier that separates women and minorities from top management positions.
6. Ethical work climate. The shared concept of right and wrong behavior in the workplace that reflects the true values of the organization and shapes the ethical decision making of its members.
   • Code of ethics. A formal statement of an organization's primary values and the ethical rules it expects its employees to follow.
7. Organizational survival. The degree to which an organization is able to exist and grow over the long term.
   • Sustainability. Organization practices that can be sustained over a long period of time because the tools or structures that support them are not damaged by the processes.
   • Sustainability. An organization's ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.
   • Institutionalization. A condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality.

Results

1. Organizational development. A collection of planned change interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being.
   • Organizational development. Change methods that focus on people and the nature and quality of interpersonal work relationships.

Practices

No successor lecture exists in the Course. Happy implementations of the learned concepts, methods, instruments, and practices on the fields!