Organisational Cultures and the New NHS
The role of the PFI in the NHS

This chapter aims to analyse the United Kingdom's (UK's) National Health Service (NHS), revealing its origins and the key aspects of organizational culture in both the public and private sectors.

The PFI in the UK is now one of the major ways in which public sector services have been created in the UK (roadbent, et al., 2002). However, it has been under public scrutiny regarding its operation in the National Health Service (NHS).

PFI calls upon the private sector to supply asset-based services to the public sector over a long period (up to 60 years) in exchange for monthly lease payments (roadbent, et al., 2002). PFI was officially created in 1992 under the Conservative Government but was furthered by the Labour Government when it came into power in 1997.

The Labour Government has expanded the PFI in general into areas of…...

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Bibliography

Baker M., Making sense of the NHS White Papers (2nd Ed), Radcliffe Medical Press, Oxon.

Bristol Royal Infirmary Inquiry (BRII). (July 2001). The complexity of Culture. Crown Publishing.

Broadbent, Jane, Gill, Jas, Laughlin, Richard. (January, 2002). The Private Finance Initiative in the National Health Service in the UK: Value for Money? The Chartered Institute of Management Accountants.

Davies HTO, Nutley SM. (2000). Developing learning organisations in the new NHS. British Medical Journal, pp. 998-1001.

Fortress Culture: Employees don't know if they'll be laid off or not. These organisations often undergo massive reorganisation. There are many opportunities for those with timely, specialized skills. Examples are savings and loans, large car companies, etc."

According to research, Sainsbury's appears to be a fortress company, as it is struggling to find the right strategy and culture for its business.

Edgar Schein, a cultural analysis, has contributed a great deal of literature regarding aspects of organisations that seem irrational, frustrating, and intractable (Deal and Kennedy, 2000). According to Schein, p. 375): "The bottom line for leaders is that if they do not become conscious of the cultures in which they are embedded, those cultures will manage them." ecause Schein uses open-systems concepts, it is understood that members of a group culture may also belong to subcultures within a company. Since organisations have a shared history, there will typically be at least…...

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Bibliography

Bevan, Julie. Murphy, Rita. (December, 2001). The nature of value created by UK online grocery retailers. International Journal of Consumer Studies, Volume 25 Issue 4-Page 279.

BQF (1998) The X Factor - Winning Performance through Business Excellence British Quality Foundation.

Computer Weekly. (December 12, 2002). Put the people element first. Retrieved from the Internet at  http://www.computerweekly.com/Article118155.htm .

Cunningham, Ian. (1999). Learning Issues. 't' Magazine.

.....organisational environment can be an important source of wellbeing for individuals. This is particularly true if the environment encourages social interactions. Indeed, literature has demonstrated that social interactions in an organisation are crucial for generating positive emotions, which may in turn contribute to desirable employee outcomes such as lower cases of interpersonal conflict, reduced absenteeism, increased loyalty, and higher productivity (Biggio & Cortese, 2013). The connection between positive employee outcomes and positive organisational outcomes cannot be understated. Humans are naturally social beings, and their contact with others is as important as food and other basic needs. Since majority of adults spend a substantial portion of their life at work, the organisational environment is crucial for promoting individual wellbeing. It provides an ideal breeding ground for positive relationships. However, it is unfortunate that most organisations are yet to realise the value of social interactions. The widespread cases of unhappiness at the…...

Strategic Alignment
Every organisation should have a set of underpinning values, and this is especially true of non-profit organisations, which exist for reasons other than earning profit. The values are typically embedded not only in the strategic objectives that leadership sets for the organisation but also in the methods by which the organisation seeks to attain those objectives. The values set the cultural tone for the organisation, and the culture influences organisation actions and outcomes. The amount of study on this subject, however, has been minimal in management literature. This paper will examine the relationship between organisational culture, organisational values and organisational strategic objectives, with an emphasis on the non-profit sector. The values that underpin an organisation should be reflected both in the culture and the objectives, but the nature of this relationship remains relatively unexplored. This is the gap that the present paper will seek to fill.

Defining Values and Culture

Organisational…...

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References

Berson, Y., Oreg, S. & Dvir, T. (2008). CEO values, organisational culture and firm outcomes. Journal of Organisational Behavior. Vol. 29 (5) 615-633.

Boxx, W., Odom, R. & Dunn, M. (1991) Organisational values and value congruency and their impact on satisfaction, commitment, and cohesion: An empirical examination within the public sector. Public Personnel Management. Vol. 20 (2) 195-205.

Colley, S., Lincolne, J. & Neal, A. (2013). An examination of the relationship amongst profiles of perceived organisational values, safety climate and safety outcomes. Safety Science. Vol. 51 (2013) 69-76.

Gregory, B., Harris, S., Armenakis, A. & Shook, C. (2009). Organisational culture and effectiveness: A study of values, attitudes and organisational outcomes. Journal of Business Research. Vol. 62 (2009) 673-679.

Organisational Behaviour
Endothon and Techfite have different corporate cultures. Endothon, a space exploration agency, has a customer-oriented culture, which can also be referred to as a task-oriented culture. The organisation focuses on results and productivity, and is driven by safety and innovation. This shows that the organisation is more concerned about the task and fulfilling the needs of its customers. While a task-oriented culture is important for enhancing productivity and customer satisfaction, it can result in reduced work morale, motivation, and commitment as there is little or no focus on the needs and welfare of employees. Techfite, on the other hand, has an employee-oriented culture. This is a culture that values the contribution of employees, and seeks to maximise their welfare by fulfilling their needs. Techfite achieves this by offering flexibility and empowerment. Though an employee-centred culture is important for motivating employees, it can result in less focus on productivity.

An acquisition…...

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Reference

Hayes, J. (2014). The theory and practice of change management. 4th ed. New York: Palgrave Macmillan.

Organisational culture is defined as a "consistent, observable pattern of behaviour in an organisation" (Watkins, 2013). The patterns of behaviour that define a culture are reinforced through the artefacts of culture, including slogans, imagery, written statements, posters, mission statements and vision statements. Culture is therefore reinforce directly by the organisation, which sends the message about the patterns of behaviour that define the organisation repeatedly, because repetition is critical to ensure that the message is received and implemented consistently. Hofstede (2015) argues that there are a number of different dimensions along which an organisation's culture can be understood: means-oriented versus goal-oriented, internally-driven vs. externally-driven, work discipline, open vs. closed system, degree of formality, employee-oriented vs. work-oriented and the degree to which an employee is expected to identify with the organisation. Some organisations have strong cultures, others have weak ones, but the best organisations have cultures that closely align with firm objectives.…...

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References

Anders, G. (2012). The 20 most desired employers: From Google to Nike Accenture. Forbes. Retrieved November 21, 2015 from  http://www.forbes.com/sites/georgeanders/2012/10/11/the-20-most-desired-employers-from-google-to-loreal/ 

Hofstede (2015). Organisational culture. Geert Hofstede.com. Retrieved November 21, 2015 from  http://geert-hofstede.com/organisational-culture.html 

Jackson, L. (2013). Strong organizational culture: How Nike drives innovation. Corporate Culture Pros. Retrieved November 21, 2015 from  https://www.corporateculturepros.com/2013/06/strong-organizational-culture-how-nike-drives-innovation/ 

Nisen, M. (2013). At Nike, workers quote the company's maxims like the 10 commandments. Business Insider. Retrieved November 21, 2015 from  http://www.businessinsider.com/nikes-corporate-culture-2013-2?r=U.S.&IR=T

As a consequence, the personnel strategy must be elaborated and implemented based on the following relevant aspects for the organization: the project's mission, objectives, success factors, organization's strategy, and the analysis of the internal and external environment.
Basically, the process of elaborating human resources strategies is the result of a continuous analysis or diagnosis process of all the activities performed within the organization and of the directions that the organization follows.

In the case of Greater Manchester's transport investments process, this is a very important condition. The project must be closely and continuously monitored. All the activities comprised by the project must be controlled, so that they are performed in accordance with the established standards.

The main purpose of the analysis is to identify the human resources of the organization that are able to be introduced in the project and to establish a correlation with strategic decisions that affect the personnel strategy.

Tactical…...

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Reference List

Creating a 21st Century transport system (2008). Greater Manchester Passenger Transport Authority. Retrieved October 29, 2008 at http://www.gmfuturetransport.co.uk/default.aspx.

Project management (2008). Wikipedia, the free encyclopedia. Retrieved October 30, 2008 at  http://en.wikipedia.org/wiki/Project_management .

Arnold, John (2007). AGMA Test Review. Association of Greater Manchester Authorities. Retrieved October 30, 2008

Belcourt, M. (1998). Managing Human Resources. Second Canadian Edition, ITP Nelson. Retrieved October 30, 2008

Organisational Behaviour
organizational behaviour.

Organizational Behavior - pages answers questions: Why ethical issues a major concern organizations? What individual influences impact ethical behavior? How organizations influence ethical behavior employees? MUST a recent article Wall Street Journal, reputable publication, ethical issues addressed a corporation today.

Organizational behavior

In every organization there is a code of ethics that is to be followed by the employees so as to ensure co-existence and smooth running of the organizations activities. Organizational behavior refers to the examination of individual actions in relation to the workplace setting comprising of the fields of management, communication, psychology and sociology. Within any social setting interactions, varied factors come up that bring about a lot of controversy over what is the standard code of ethics for organizations. The workers who co-exist effectively enhance organizational development whereby individual and organizational performance is improved, the workers feel motivated, satisfied and committed eddy, 2004()

Discussion

In the day-to-day operations of…...

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References

Bowie, N.E., & Schneider, M. (2011). Business ethics for dummies. New Jersey: John Wiley.

Isbister, J. (2001). Capitalism & Justice: Envisioning social and economic fairness. Virginia Reddy, R.J.P. (2004). Organizational behaviour. New Delhi: A.P.H. Publishing Corporation.

Silence too is an important part of communication in Singapore. It is customary to pause before answering a question, to indicate that the person has given the question the appropriate thought and consideration that is needed. Westerners habit of responding quickly to a question, to Singaporeans, often indicates thoughtlessness and rude behavior. Their demeanor is typically calm, and Westerners more aggressive style is often seen as off putting ("Singapore: Language," 2009). Authority is to be respected for both employees of an organization, in Singapore, and when dealing with other organizations (Tse, 2008), and communication content and tone should represent this respect. Business etiquette is also different in Singapore than in many Western countries.
Cultural Business Etiquette in Singapore:

Business is more formal in Singapore than non-Asian organizations are often used to. There are strict rules of protocol, with a clear chain of command, which is expected to be kept on both…...

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References

Choy, W. 1 Jul 2007, "Globalisation and workforce diversity: HRM implications for multinational corporations in Singapore," Singapore Management Review,  http://www.allbusiness.com/public-administration/national-security-international/4509815-1.html .

Edewor, P. & Aluko, P. May 2007, "Diversity management, challenges and opportunities in multicultural organizations," International Journal of Diversity in Organisation, Communities & Nations vol. 6, no. 6, pp. 189-195.

Hofstede, G. Feb 1993, "Cultural constraints in management theories," Executive, vol. 7, no. 1, pp. 81-94.

Ismail, R. & Shaw, B. Feb 2006, "Singapore's Malay-Muslim minority: Social identification in a post 9/11 world," Asian Ethnicity vol. 7, no. 1, pp. 37-51.

Human esources
Managing Organisational Culture

The values and behaviors that contribute to the unique social and psychological environment of an organization make up the organizations culture. Organizational culture is the summation total of an organization's past and current suppositions, incidents, viewpoint, and values that hold it together, and is articulated in its self-image, inner workings, connections with the outside world, and future prospects.

In dealing with the management of organisational culture, it is firstly essential to recognize as fully as possible the characteristics of the existing or new target culture to include the myths, symbols, rituals, values and assumptions that strengthen the culture. Organisational culture is not something that can be viewed very easily it is consequently quite hard to replace it. Usually when certain leaders form a company, their values are converted into the actions of the members of that organisation. When other leaders take over, it may not be as easy…...

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References

Background To Business in China. n.d. [ONLINE]. Available at:   [Accessed 18 August 2012].http://www.worldbusinessculture.com/Chinese-Business-Style.html 

Campbell, B. 2010. [ONLINE]. How To Improve Your Corporate Culture. Available at:   [Accessed 15 August 2012].http://www.bcbusinessonline.ca/bcb/business-sense/2010/05/28/how-improve-your-corporate-culture 

Differences in Culture. n.d. [ONLINE]. Available at:   [Accessed 24 August 2012].http://www.analytictech.com/mb021/cultural.htm 

Edgar H. Schein's Model of Organizational Culture. 2010. [ONLINE]. Available at:   [Accessed 18 August 2012].http://www.businessmate.org/Article.php?ArtikelId=36 

Overview
Many countries developed their own automobile industries, and did so in order to create jobs, for national security reasons, and simply because shipping cars overseas was impractical for much of the 20th century. This paper will look at three major automobile manufacturers, one each from Europe, Japan and America, to examine the differences and similarities between them. Each company evolved differently, and did so on the basis of both national culture and in terms of the markets in which they operated. The companies studied are Ford, Hyundai and Renault-Nissan-Mitsubishi. The latter makes a nice case study because it is a French-Japanese firm, one of the biggest and most powerful transnational automakers, but a model that if successful might be replicated increasingly in the future.

Depictions

American automakers are depicted both as monolithic giants, and as dinosaurs at the same time. It is only grudgingly that international press talks about a company like…...

Italian and ritish Cultures and Management Styles in Tourism: Q. Hotel
A Critical Analysis of Italian and ritish Cultures and Management Styles in Tourism:

Q Hotel

Italy is a country in a stage of transition. It is no longer a predominantly agrarian society nor yet a fully industrialized economy. It is also a land of striking contrasts, with no unified social or economic patterns. As a society, Italy is centuries old; as a modern sovereign state it was born but yesterday. The very nature of the political unification process probably accounts for some of the disunity. It was not a broad-based movement but occurred predominantly under the auspices of one family, the Savoys, who succeeded in expanding their influence and political rule throughout the country (Rosenzweig & Nohria, 1994). The masses participated only vicariously through national figures and agitators, such as Garibaldi, Mazzini, and Cattaneo, whose dreams of a republican democracy based…...

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Bibliography

Adams, E. 1991. "Quality Circle Performance." Journal of Management, 17 25-39.

Adler, N. 2006. International Dimensions of Organizational Behavior. Cincinnati, OH: SouthWestern.

Adler, N., and Jelinek, M. 1986. "Is Organisational Culture 'Culture Bound'?" Human Resource Management, 25, 1, 73-90.

Aran, J.D., and Walochik, K. 2007. "Improvisation and the Italian Manager." International Studies of Management and Organization. 26, 1 73-89.

culture include the structural placement of the IT function within the organization, and the philosophical approach to the development, deployment, and use of IT. In terms of changing and transforming an organization, the philosophical approach to the use of IT is the most challenging. The philosophical approach is more abstract, and therefore demands deeper thought about the nature of information technology, the nature of information, the power issues associated with information, and the ethics of information technology. These issues are difficult to grapple with as an individual, and in a group setting, philosophical issues are even tougher to come to terms with. Most organizations are diverse and highly complex. Therefore, it might be hard to find consensus on the philosophical approach to the development, deployment, and use of information technology.
At the same time, information technology has an important philosophical component that must be addressed by managers at some point…...

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References

MacKechnie, C. (n.d.). Information technology and its role in the modern organization. Houston Chronicle. Retrieved online:  http://smallbusiness.chron.com/information-technology-its-role-modern-organization-1800.html 

"Organisational Placement of the IT Function," (n.d). Retrieved online:  http://www.isaca.org/Groups/Professional-English/po4-4-organisational-placement-of-the-it-function/Pages/Overview.aspx

Learning Log: Organizational Culture
Culture

An increasingly globalized marketplace and multicultural society demand a solid understanding of others' cultures, particularly with regards to interpersonal communications. These issues are especially important in the workplace where effective communication requires a careful balance of appreciation and recognition of cross-cultural differences that may affect the exchange. Although common courtesy and common sense will go a long way in preventing inadvertent cross-cultural communications gaffs, it is also important to understand the more salient workplace behaviors that may be regarded as offensive by people from other cultures.

Questions that resulted

What types of workplace behaviors are universally acceptable, if any, irrespective of the culture(s) involved?

What types of workplace behaviors are generally prohibited based on cultural factors?

How can the views of cultural theorists such as Geert Hofstede and others help inform the cross-cultural communication process in the workplace?

Relative positions with respect to the presented information

My personal views were largely in conformity…...

Learning Log: Reflections
Culture

Culture can refer to many different aspects of human life that affect personal and professional relationships. We usually think of culture in terms of nationality: the Japanese culture, for example, is said to emphasize personal relationships and interconnectedness more than individualistic American culture. Cultures are often classified as more 'high context' or more 'low context' in orientation. In 'high context' cultures, inside knowledge, the relative position of someone on a leadership hierarchy and an awareness of the 'double meaning' of certain gestures is more important, than in a low context culture in which 'what you say is what you mean,' such as in the U.S.

Learning about different cultural perspectives and worldviews has made me more mindful about contextualizing my own. I have also noticed that even within nations, culture may vary -- a company located in an urban environment, versus one located in a rural area, may have…...

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Bibliography

Kubler-Ross, Elisabeth & David Kessler. 2010. Denial, anger, bargaining, depression and acceptance. Grief.com. Accessed at   / [December 27, 2010]http://grief.com/the-five-stages-of-grief 

McNamara, Carter. 1999. Basic context for organizational change. Management help.

Accessed at   [December 27, 2010]http://managementhelp.org/mgmnt/orgchnge.htm#anchor493930 

McNamara, Carter. 2000. Organizational culture. Management help. Accessed at   27, 2010]http://www.managementhelp.org/org_thry/culture/culture.htm [December

1. The Impact of Nike's Visible Branding and Marketing Strategies on its Organisational Culture
2. The Role of Nike's Employee Training and Development Programs in Shaping its Organisational Culture
3. The Influence of Nike's Leadership Style and Structure on its Organisational Culture
4. The Effect of Nike's Workplace Environment and Office Design on its Organisational Culture
5. The Importance of Diversity and Inclusion Initiatives in Shaping Nike's Organisational Culture
6. The Role of Nike's Corporate Social Responsibility Initiatives in Defining its Organisational Culture
7. The Impact of Nike's Communication and Collaboration Practices on its Organisational Culture
8. The Influence of Nike's Decision-making Processes and Innovation Strategies on....

Observable Organizational Culture Elements of Nike

Dress Code: Nike employees are known for their relaxed and casual dress code, which reflects the company's commitment to innovation and creativity.
Physical Workspace: Nike's offices and campuses are designed to foster collaboration and creativity, with open workspaces, comfortable seating, and access to natural light.
Language: Nike uses a specific set of language and jargon that reinforces its values and goals, such as "Just Do It" and "Dream Crazy."
Rituals and Ceremonies: Nike has several rituals and ceremonies that celebrate success and build camaraderie, such as the "Shoe Dog" award and the annual "Innovation....