Elements of Organizational Culture

Running Head: MANAGEMENT

Elements of Organizational Culture

[Name of the writer]

[Name of the institution]

Executive Summary

This report gives a brief overview of the importance of Human Resource Management in an organization and further elaborates on what an organizational culture is, its roles and functions as well as the intensity of impact it has over the working of the organization. It discusses the impact change has over employees in terms of stress and how managers can assist in countering it. It further discusses the leadership skills and styles that managers should possess and adopt in order ensure that the organization moves effectively and efficiently fulfills its organizational benchmarks and achieves its goals.

Table of Content

Executive Summary................................................................................i

Introduction.........................................................................................1

Organizational Culture & Change 2

Role of Organizational Culture 3

Functions of Organizational Culture 5

Organizational Change & its Characteristics 7

Consequences of stress for the organization 8

Techniques for control of Work Stress 3

Managerial Effectiveness 10

Approach from the standpoint of personal qualities 11

Situational Theory 12

Situational approaches to effective leadership 12

The Situational leadership model of Fiedler 12

Contingency Theory 15

Origins and essence of Contingency Theory 15

Variables and Assumptions of the Contingency Theory 16

The role of Human Resources in the Contingency Theory 16

Adoption of the Contingency Theory 17

Evaluation 17

References 18

Elements of Organizational Culture

Introduction

The Human Resources Management work processes with psychological component that must run under a systemic approach to bring synergy between all work areas that will benefit all users, internal-external and will facilitate the healthy growth and development of the organization as a whole. In this perspective, we outline a proposal to systematize the lines of work with psychological component, whose sequential execution of processes can vary, either by the organization's policy and / or feature timing of the implementation of its programs, which are cyclical by nature. The entire process of human resource management is:

1. Recruitment: Recruitment, Selection and Induction.

2. Empowerment: Education and Training.

3. Rating: Personal Assessment

4. Empowerment: Staff Development

These branches do not work in isolation from each other and also do not work in isolation from external influences such as, for example, and not limited to market conditions, technology and globalization, etc. which affect more or less on institutions and thus reaches the impact to the individuals composing the institution at the end (Adler, 1990).

Any organization seeking competitive advantage must adopt a strategy unique to human resources management. Indeed, the foundation stone for the strategic management of human resources is the relationship between manager and employee. Number of studies show that the most important reasons that drive employees to resign is the direct manager and not the income or the opportunity for better or other reasons. Since the direct manager is the largest component of the impact of human resource management focuses on developing the thinking of managers in their employees Transformed so that the relationship - or evolve - into a kind of partnership, not subordination because partnership means more responsibility means more passion towards their work and therefore more productive (Adler, 2002).

Over the past fifty years and due to the conflict of interest between employees and employers have adopted government laws that govern the relationship