Corporate and Organizational Values
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Organizational culture, also commonly referred to as corporate culture, is an implicit phenomenon rather than a formal, written one (Sherer, 1994, p. 21). It is the unwritten yet taken-for-granted system of organizational values that provides the members of the organization with a sense of identity and generates members' commitment to beliefs and values that are larger than themselves (Organizational Culture, p. 371). It enhances the organization's stability and helps members understand the organization's events and activities. Consequently, it operates as a system of objective values defined by the organizations' leadership but applied in practice through employee acceptance and support. Sherer notes that the one certainty about corporate culture seems to be that every organization has one, and that each is ultimately shaped by effective leadership or the organization itself (1994, p. 22). However, despite the pervasiveness of corporate culture, Bastien, McPhee and Bolton note in their study of organizational climate that corporate culture has proven to be "an attractive nuisance" for organizational theorists and researchers (1995, p. 87). They observe that, on the one hand, organizational culture seems to be an important part of organizational reality for employees and managers but, on the other hand, it has proven to be elusive and extremely difficult to pin down (Bastien, McPhee & Bolton, 1995, p. 87). Reimann and Wiener, in their analysi
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to effect such improvement in efficiency is the next step (Sherer, 1994, p. 20). Sherer reaffirms that corporate change and success is not driven by slogans or catchy phrases but rather by the unwritten policies and procedures that drive an organization's culture: "What everybody derives as important in the organization drives it. Leaders drive it" (Sherer, 1994, p. 20).
Sherer argues that corporate culture is probably the most intangible element in the merger process, difficult to identify and measure, and a concept employees come to understand only after working in an organization for some time. She argues that learning an organization's culture requires knowing instinctively how to get ahead, how to stay out of trouble, what can and cannot be said or tolerated, and how the hierarchy in an organization works (1994, p. 21). Unlike formal policies and procedures, corporate culture lessons are not easily taught. However, the health care industry has learned about corporate culture partially by observing counterparts in corporate America. The financial services industry has several successful models formed after aggressive patterns of mergers and acquisitions. Basically, those companies effectively redefined jobs, followe
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Approximate Word count = 1862
Approximate Pages = 7 (250 words per page)
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