ORGANIZATIONAL CULTURE

Organizational Culture

Table of Contents

1INTRODUCTION3

1.1Objective6

1.1.1General Objective7

1.1.2Specific Objectives7

2ORGANIZATIONAL CULTURE7

2.1Conceptualization of Organizational Culture8

2.2Importance of Organizational Culture11

2.3Culture and Organizational Change14

3NATURE OF CHANGE IN ORGANIZATIONAL CULTURE14

4NATURE OF CHANGE IN ORGANIZATIONAL CULTURE15

4.1Culture and the impact of technology in HR management18

5OPENING A NEW ORGANIZATIONAL AWARENESS21

5.1Shared Vision21

6CONCLUSION22

REFERENCES24

Organizational Culture

Introduction

In the half century progresses, several economic and demographic trends are causing a major impact on Mitsubishi culture. These new trends and make dynamic changes that Mitsubishi and institutions, both public and private are discussed in the urgent need to focus on technological advances. The facts are no longer only local relevance and have come to have reference to the world. Countries and regions collapse when the frames of reference become obsolete and no longer valid to new realities.

From the broader perspective, globalization, economic openness, competitiveness, new phenomena to which Mitsubishi have to face. To the extent that competitiveness is a key element in the success of any organization, managers and leaders make more efforts to achieve high levels of productivity and efficiency.

Mitsubishi is the expression of a cultural reality; they are called to live in a world of constant change, both socially and economically and technologically, or, conversely, as a body, enclosed within its limits formal. In both cases, this cultural reality reflects a framework of values, beliefs, ideas, feelings and desires of a community institution.

Indeed, Mitsubishi culture provides a frame of reference to members of the organization and provides guidelines on how people should behave in it. In many cases the culture is so obvious that you can see people's behavior changes when it goes beyond the company gates.

From a general standpoint, one could say that Mitsubishi committed to the success are open to continuous learning. This involves creating conditions for maintaining a continuous learning and frame as the key asset of the Mitsubishi.

Today Mitsubishi need to devise more flexible structures to change and this change occurs as a result of learning of its members. This means creating conditions to promote high performance teams, understanding team learning involves creating more value to the work and adaptability to change with a broad vision for innovation.

Although, there have been many transformation efforts that have failed in both public and private institutions, is no less true that the lack of planning and leadership in these Mitsubishi has resulted in the deterioration of their functions Guédez (1997) has, among other things, an urgent concern: how to have a real incentive management commitment to change and creativity?. One could speak of two complementary areas of action. The first is associated with the exercise of a style in which, besides managing the work, also manages the brain and heart. For its part, the second relates to the establishment of favorable organizational conditions.

Through organizational transformation processes, some managers have avoided short-term aspects such as organizational culture, has been interpreted very superficially the role of leader in a process of change, has ignored the important and strategic is the fact that: no a shared vision, never generate enough power and meaning to mobilize the organization and its ...