World Conference on Business and Management 2015 Effect of leadership ethics, trust in leadership, and commitment on attitude toward changes: A study on Batik educational foundation of Surakarta, Indonesia Seoul, Republic of Korea, 2015 World Conference on Business and Management 2016 Informal Shariah Pawnshop in Traditional Markets in Surakarta City, Indonesia Vietnam, 2016Ħth Global Islamic Marketing Coference (GIMAC6) Influence of islamic work ethic, leadership justice, and trust in leadership on the attitudes toward organizational change: A study on faculty of economics lecturersof islamic-based private universities in Surakarta and Yogyakarta Istambul, Turkey, 2015 World Conference on Business and Management 2016 Terms Divergence of "Supports Received by Employees in the Workplace" in the Work-Family Conflict Context: A Literature Review. The 4th International Conference on Social Science and Management Leader Member Exchange and Intention to Quit : The Mediating Role of Employee Satisfaction. ACT Consulting believes that deliberate initiatives are required to build, expand, and sustain an organization.ĪCT Consulting International is committed to being your best partner by implementing a precise, quantifiable, and focused transformation on “leadership & people, business, and culture”.World Conference on Business and Management 2016 The Effects of Transformational Leadership on Organizational Citizenship Behavior: The Mediating Role of Work Engagement. Only by understanding these in greater depth will you be able to determine appropriate steps to boost your organization’s culture and effectiveness.ĪCT Consulting has been committed to helping businesses discover solutions to various challenges in the organization for over 15 years. What you need is a more in-depth examination and reflection of your people’s collective beliefs and assumptions. They may work to some extent, but they are far from adequate for winning the hearts and minds of your staff, as well as the market. However, behind these outward manifestations of culture are indeed employee’s core values, beliefs, and shared assumptions, which help establish the organization’s culture.ĭo not expect your organization’s culture to be readily transformed by introducing new logos or slogans, modifying the layout of your office space, or telling your staff heroic stories. Culture can manifest itself on the surface as visible symbols, slogans, languages, behaviours, histories and traditions, clothing codes, figures, legends, ceremonies, and events. How should we deal with convergence and divergence? In your business, what behaviours are considered morally wrong? How adaptable and innovative are we as a company? When the feelings of every member toward every area of corporate life are added up, your company culture is formed.
That key is having a powerful and reliable organizational culture you should be asking questions like these: Do all employees in my institution share the same understanding of our organization’s mission, strategy, and objectives? What are our organization’s core values, and do we all have a consistent understanding of these principles? Is there a sense of belonging in our organization? Is everyone fully engaged and committed? So what would people define about success? There is, however, a far less evident and concrete component that can also be a determining source of competitive advantage. What exactly is it that gives them a competitive advantage? Cost? Quality? Tech? What about product and process innovation? What about customer relations? The logistics chain? Talent? Or even a brand? Each of these could be a critical aspect in helping organizations differentiate themselves. People behave because they believe it is the prudent thing to do in places where culture is strong.įirst, analyse businesses that are experts in your industry or business sector. In contrast, Weak Culture occurs when there is minimal congruence with organizational principles and control must be applied through complex procedures and bureaucracy. A strong culture is considered to exist in which employees respond to stimuli because they are aligned with company values.