Verizon Organizational Culture

Verizon's current organizational culture as it pertains to the competing values is the hierarchy culture. This culture places its values on structure, stability, and effectiveness. (Knicki,2013). The work environment for this culture is very formalized and the core principle is maintaining effectiveness. Verizon demonstrates this characteristic with a vast array of tactics that are centered around their desired outcome. One strategy that Verizon employees is the assurance of recruiting the best possible candidates to represent their company. Verizon will frequent colleges and universities to scout the top performers and leaders. They offer a two-year training incentive for selected individuals that will allow them to participate in a

One of the 11 ways to change an organizational culture mentioned in the text pertaining to Verizon is through the use of formal statements. Verizon states that it has “three business goals” (Kinicki & Williams, 2013) in mind for 2011 (p. 257).

I believe Verizon has shown the use of organizational goals and performance criteria in two different examples, which are the program senior leaders participate in and the way Verizon recruits interns. Verizon requires senior leaders to come up with an individual accountability plan, which is tied to their performance reviews (Freifeld, 2012, as cited in Kinicki & Williams, 2013). I believe this is an

Changing organizational culture is a teaching process, members of an organization teach each other about the association’s favorable values, beliefs, norms, expectations, and behaviors (Kreitner & Kinicki, 2013). The first mechanism Mr. Marchionne used for changing the organizational culture was formal statements. He stated that margins and quality needed to improvement. Mr. Marchionne also believed that they needed better control over pricing (Kreitner & Kinicki, 2013).

Organizational Culture is the system of shared actions, values, and beliefs that has developed within an organization and guides the behavior of its members. Organizational Development consists of special applications of knowledge gained from behavioral science to create a comprehensive design to improve organizational effectiveness. Through the collective experiences, the members of an organization solve two important survival issues. The first issue addresses external adaption which deals with reaching goals, how they are to be accomplished, the methods to be used to achieve these goals,

Many companies reap the benefits of identifying, implementing, and managing culture change within their organizations. One of these companies is Aetna Health Care. Aetna is a company who suffered from poor performance as a result of negative organizational culture. The impact was costly to its reputation as well as its financial standing. However, a change in the organization 's culture proved to be an effective way to improve the company 's wellbeing. New leadership in this failing organization recognized the need for a change in culture and began implementing a new vision which resulted in cultural change with remarkable success. By recognizing the need and place for mission, vision, and

Organizational culture is what said to be the driving force of shared assumptions, values, and beliefs that govern the way people within organizations behave. These patterns of behaviors shape the environment within the company in a manner that norms and values are communicated. Culture is driven by the leaders within the organization and is usually a part of the organizations strategy. As any other aspect of a business, the culture can hinder or enhance the performance of the organization. According to Burke (2014), every organizations component and activity in one way or another reflects the organizational culture. When used in conjunction with the organizations strategy, creating a culture can deliver lucrative services based of the energies from the staff and employees. Creating a culture identifies elements that align operational practices that articulates behaviors creating either a positive or negative environment. In this paper, we will first discuss Gaylord Palms Hotel organizational culture as well as their associated values. Additionally, we will analysis the requirements to create an effective culture within an organization. Lastly, we will analysis specific characteristics of Gaylord Palms culture.

As the organization 's culture matures, employees will learn the pivotal values and norms from the organization 's formal socialization practices and from the signs, symbols, stories, rites, ceremonies and organizational language that develop informally. Organizational culture is shaped by the interaction of four main factors: the personal and professional characteristics of people within the organization, organizational ethics, the nature of employment relationship, and the design of its organizational structure. These factors work together to produce different cultures in different organizations and cause changes in culture over time.

Organizational culture is a term widely used but one that seems to give rise to a degree of ambiguity in terms of assessing its effectiveness on change variables at a work place or in an Organization. Organizational culture at any organization is defined as “ A system of shared meaning held

The organizational cultural inventory measures 12 sets of normative beliefs or shared behavioral expectations associated with three general types of cultures, Constructive, Passive-Defensive, and Aggressive-Defensive.

Each company has its own beliefs and values that define it. A company culture determines how employees and customers perceive the company, client treatment and how the company should react to various changes in the environment. An organizational culture is a mirror of the company leadership. Different styles of leadership ensure maintenance of various corporation cultures. The climate within an organization determines a company’s financial performance. To ensure their propositions are deemed important, a quality company culture integrates each employee or customer. Job-related problems, either personal or work related, are listened to, and the top management find the best means to solve them. Work is delegated to employees while managers work by the employees’ side to ensure perfection (Alvesson, 2002).

Organization culture at our current company is a positive culture and can be categorized by understanding the types of communication in the business, the nature of types of authority as well as how the business is affected by types of relationships. Also, the way that the management team effectively motivates employees as well as the focus on workflow and the effects on productivity which includes relationship building and managing the virtual environment that exists in today’s company culture and ways to streamline workflow and productivity.

This paper investigates the role of culture in an organization. Literature suggests that many factors including structure of the organization affect the culture of an organization. The most common types of organizational structures are functional, divisional, and matrix. The elements of a strong organizational culture are a well-defined mission statement, respect for members of the organization, and open communication. Three models used to change organizational cultures are Lewin’s change management, McKinsey 7-S model, and Kotter’s 8-step change model. The role an individual plays, employee or manager, in an organization can affect the perception an individual has concerning the culture of the organization. Leaders often look at

Organizational culture defines how the firm responds to different market issues, how employees perceive different situations and scenarios in the firm as well as the firm aligns it in relation to different market forces. Organizational culture thus serves as the compass on which different decisions are made and executed – and determines the actions that will be a success in a given firm and those that are resisted or lead to failure. The culture of an organization also includes the assumption and what the firm view as “common knowledge” usually developed over time as the firm goes through different stages to the pit that such bases become part of the firm, and define its relationships with the rest of the world.

Organizational culture has been defined as the “normative glue” that holds an organization together (Tichy, 1982). Forehand and von Gilmer (1964) suggest that culture is the set of characteristics that describe an organization and distinguish it from others. Schein (1990), in a more comprehensive fashion, defines culture as values and behaviors that are believed to