Misplaced Pages

#25974

35-852: Kyle Hammerschmidt, CAE is the association's executive director since May 2019. The NLA is an official partner of UNICEF USA. Ride Responsibly is an initiative started in February 2015 by the NLA to inform the public in an effort to ensure safer ground transportation. The campaign aims to bridge an industry-wide gap between the rights of passengers and the responsibility of service providers. The campaign establishes best safety practices for prearranged car services and transportation network companies (TNCs), which include ride-hailing app car services. Membership Committee Co-Chair Nominating Committee Co-Chair Sponsorship Committee Co-Chair Political Action Committee Co-Chair Women's Leadership Council Co-Chair Members of

70-966: A Factory . The book was a published report of "a case study of developments in the social life of one industrial community between April, 1948 and November 1950". The case involved a publicly-held British company engaged principally in the manufacture, sale, and servicing of metal bearings. The study concerned itself with the description, analysis, and development of corporate group behaviors . Researchers have proposed myriad dimensions individually and in combination as useful for analyzing organizational culture. Examples include external/internal, strong/weak, flexible/rigid, and many others. Culture can be externally focused, aiming to satisfy customers, investors, and partners. Alternatively, they can be internally focused, aiming to satisfy employees, comply with union-imposed rules, or to meet conduct standards around issues such as diversity, equity, and inclusion . Many organizations lie between such extremes, attempting to balance

105-565: A caution that may be redundant "because that's the way it's always been around here". Kotter and Heskett define an adaptive culture as characterized by managers who pay close attention to their constituencies, especially customers, initiating change when needed, and taking risks. They claim that organizations with adaptive cultures perform better. Bullying manifests in workplaces that allow employees of higher status to harass those of lower status. This generally requires support or at least forbearance from company leaders. Bullying can cascade down

140-471: A corporate culture requires effort, typically from leaders, but potentially throughout the organization. Among the many types of communication that affect organizational culture are: Numerous outcomes have been associated either directly or indirectly with organizational culture. The relationships between organizational culture and various outcomes include organizational performance, employee commitment, and innovation. A healthy and robust organizational culture

175-479: A friendly climate conducive to conflict avoidance. Since the late 1960s, the so-called 'Five Monkeys Experiment' that serves to exemplify the adverse effects of unquestioned traditions has become part of management lore, often titled "How Company Policy Is Made". It imagines a situation where five monkeys are in a cage with a banana tied to the ceiling. Whenever a monkey climbs to reach the banana, all five are sprayed with cold water. The group quickly learn to ignore

210-444: A member of a board of directors for a corporation , such as a company , cooperative or nongovernmental organization , who usually holds a managerial position with the corporation. In this context the role is usually contrasted with a non-executive director who usually holds no executive, managerial role with the corporation. There is much national and cultural variation in the exact definition of an executive director. The title

245-427: A positive impact on cultural adherence. Chambers claimed that this was a short-term response rather than a culture change. Deloitte argued that employees displayed greater sense of purpose, inspiration, and contribution. Also, leaders became more tolerant of employees' failure because of a significant increase in experimentation and risk-taking. Daum and Maraist claimed that sense of purpose relates to customers and

280-452: A strong and specific culture are harder to change. Prior to introducing a cultural change, a needs assessment can characterize the existing culture. This involves some mixture of employ surveys, interviews, focus groups, observation, customer surveys, and other internal research. The company must then describe the new, desired culture, and then design a change process. Cummings and Worley offer six guidelines for cultural change, in line with

315-457: Is a state in which even if group members have different ideas, they do not challenge the group. Groupthink can lead to lack of creativity and decisions made without critical evaluation. Hogg and separately Deanne et al. stated that groupthink can occur, for example, when group members rely heavily on a charismatic figure or where members evince an "evangelical" belief in the organization's values. Groupthink can also occur in groups characterized by

350-521: Is commonly the title of the chief executive officer (CEO) of a non-profit organization , government agency or international organization . The title is widely used in North American and European not-for-profit organizations, though in the United States many have adopted the title ' president ' or CEO. It generally has the same meaning as CEO or managing director . The title may also be used by

385-874: Is thought to offer various benefits, including: A Harvard Business School study reported that culture has a significant effect on an organization's long-term economic performance. The study examined the management practices at 160 organizations over ten years and found that culture can impact performance. Performance-oriented cultures experienced better financial results. Additionally, a 2002 Corporate Leadership Council study found that cultural traits such as risk taking, internal communications, and flexibility are important drivers of performance. Furthermore, innovativeness, productivity through people, and other cultural factors cited by Peters and Waterman in In Search of Excellence also have positive economic consequences. Denison, Haaland, and Goelzer reported that culture contributes to

SECTION 10

#1733093949026

420-461: Is used for the chief executive officer of several UN agencies, such as UN Women . In the US, an executive director is a chief executive officer (CEO) or managing director of an organization , company , or corporation . The title is widely used in North American not-for-profit organizations , though many United States nonprofits have adopted the title president or CEO. Confusion can arise because

455-442: The eight distinct stages mentioned by Kotter. Several methods have been used to classify organizational culture. While there is no single "type" of organizational culture and organizational cultures vary widely across organizations, researchers have developed models to describe different indicators of organizational cultures. Hofstede looked for differences between over 160 000 IBM employees in 50 countries and three regions of

490-443: The 1980s. Organizational culture influences the ways in which people interact , how decisions are made (or not made), the context within which knowledge is created, the resistance they will have towards certain changes, and ultimately the way they share (or the way they do not share) knowledge. Various definitions exist, without consensus. Examples include: Jaques introduced the concept in his 1951 book The Changing Culture of

525-472: The National Limousine Association include companies and organizations operating in the limousine rental and transport industry . The association currently has a membership base of over 2,000 organizations, which encompasses a diverse range of companies such as EmpireCLS, BlackLimousines, Dav El/BostonCoach, Carey International and Groundlink. Executive director Executive director

560-408: The banana and punish any monkey who attempts to reach for it. If one monkey is removed from the cage and replaced with a newcomer, they too are punished for reaching for the banana. If every monkey is subsequently replaced in this manner, so that none present remember being sprayed with cold water, the group will supposedly continue to punish any attempts to reach the banana. The monkeys are perpetuating

595-547: The board of directors and reports to the board on a regular basis as defined by the organization's bylaws. The board sets the vision through a high-level strategic plan, but it is the role of the executive director to create implementation plans that support the strategic plan. The executive director is a leadership role for an organization and often fulfills a motivational role in addition to office-based work. Executive directors motivate and mentor members, volunteers, and staff, and may chair meetings. The executive director leads

630-571: The dimensions of external/internal focus and flexible/stable evolution. Deal and Kennedy characterized four types of organizations. Each focused on how quickly the organization processes along three dimensions: Schein claimed that culture is the most difficult organizational attribute to change, outlasting products, services, founders and leadership and all physical attributes. His model considers culture as an observer , characterized in terms of artifacts, values and underlying assumptions. Schein's model considers attributes that can be experienced by

665-490: The dominant cultural environment. Hofstede described national and regional cultural groupings that affect the behavior of organizations and identified four dimensions of culture (later five ) in his study of national cultures: These dimensions help define the effect of national cultures on management, and can be used to adapt to local needs. Denison's model assessed culture along four dimensions. Each divides into three sub-dimensions: It separately assesses cultures along

700-448: The indirect effects that strengthened or weakened cultures as organizations reacted in various ways to the pandemic. Some members felt disengaged and expandable rather than essential, alienated, and exhausted. Sull and Sull reported that employees rated their leadership higher given honest/open communication, integrity, and transparency more than in preceding years. Also, employers and leaders giving more attention to employees' welfare had

735-461: The members. Organizational culture, and the structures in which they are embedded, often exhibit substantial inertia. Change methodologies include Peter Senge 's concept of a "learning organization" expressed in The Fifth Discipline or Directive Communication's "corporate culture evolution". Changing culture takes time. Members need time to get used to the new ways. Organizations with

SECTION 20

#1733093949026

770-1003: The need of the individual or the group was foremost. He used behaviors such as mask-wearing to measure collectivism vs individualism. Cultures otherwise rated "strong" were relatively resistant to change during the pandemic. However, strong cultures that emphasized innovation were more willing to change. Mandated interventions could be seen by members either as attempts to protect them or to as attempts to exert control despite limited effectiveness, depending on how they were presented. Digital tools such as videoconferencing , screen-sharing, file sharing , shared document authoring, digital whiteboards , and chat groups became widely accepted, replacing in-person meetings. The reduced amount of face-to-face communications may have impacted organizational cultures. New members, lacking face time with others, experienced difficulty in adapting to their organization's culture. The loss of face-time affected existing employees as well, directly weakening cultures, in addition to

805-448: The needs of multiple stakeholders. Any type of culture can be strongly or only tacitly supported. A strong culture is characterized by reinforcing tools such as ceremonies and policies to instill and spread it. The intent is to secure group compliance. Researchers generally report that organizations having strong cultures are more successful. Organizational culture is used to control, coordinate, and integrate distinct groups across

840-471: The organization and develops its organizational culture . In the UK, an executive director is a member of a board who is also an employee with a senior role. It is common for boards to have several executive directors, e.g. for different departments. There is no legal difference between an executive and a non-executive director (NXD or NED), but there are considerable differences in the expectations associated with

875-406: The organization in a manner that is both cost and time-efficient. The executive director is also responsible for the day-to-day operation of the organization, which includes managing committees and staff as well as developing business plans in collaboration with the board. In essence, the board grants the executive director the authority to run the organization. The executive director is accountable to

910-427: The organization, reset objectives, rescale the organization, or achieve specific results. Organizational cultures have been reported to change in stages. Organizational Communication professor Dave Logan proposed five stages: Existing culture can hinder change efforts, especially where members understand the roles that they are supposed to play. Marquis et al. claimed that 70% of all change efforts fail because of

945-422: The organization. Differences in national cultures must be addressed. Such differences include organizational structure and manager/employee relationships. Janis defined groupthink as "a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members' strivings for unanimity override their motivation to realistically appraise alternative courses of action." This

980-702: The organizational hierarchy as supervisors experiencing bullying display the same behavior to their subordinates. The pandemic led many organizations to incorporate limiting spread into their cultures as a collective responsibility. Responses focused on requiring vaccines, hygiene, and masking. In Asia, mask-wearing was part of several national cultures predating the pandemic. This was driven by experience with prior flus in Asia, such as Spanish flu , Hong Kong flu , Avian flu , and Swine flu , in addition to SARS , as well as various affronts to air quality such as volcanic eruptions . Somers categorized cultures based on whether

1015-448: The role. Organizational culture Organizational culture refers to culture related to organizations including schools, universities, not-for-profit groups, government agencies, and business entities. Alternative terms include business culture , corporate culture and company culture. The term corporate culture emerged in the late 1980s and early 1990s. It was used by managers , sociologists , and organizational theorists in

1050-484: The society of which employees are part. They compared hospitals and retail shops. The former had a greater sense of purpose during the pandemic, while the latter had less. Healthy cultures address members' concerns about the well-being of the organization. Whistleblowing , particularly when it damages a company's reputation, is considered to be a sign of a dysfunctional corporate culture, indicating that internal methods of addressing problems are inadequate. Promulgating

1085-402: The success of the organization, but not all dimensions contribute equally. Effects differed across nations, implying that organizational culture is rooted in national culture. Cultures are not static and can evolve over time, either organically or through intentional change efforts by management. Culture change may be attempted to reduce member turnover, influence behavior, make improvements to

National Limousine Association - Misplaced Pages Continue

1120-426: The two main reasons why cultures develop in organizations are external adaptation and internal integration. External adaptation helps an organization to flourish by affecting its culture. An appropriate culture holds the potential for generating sustained competitive advantage over external competitors. Internal integration is an important function for establishing essential social structures and aiding socialization at

1155-545: The uninitiated observer – collectively known as artifacts . Included are facilities, offices, furnishings, visible awards and recognition, informal dress codes, member interactions with each other and with outsiders, and company slogans , mission statements and other creeds . This model can enable understanding seemingly paradoxical behavior. For instance, an organization can profess high aesthetic and moral standards in terms of values, while violating those values should they conflict with tacit assumptions. Schein claimed that

1190-408: The words executive and director occur both in this title and in titles of various members of some organizations' boards of directors. In the US nonprofit sector, the executive director role is the highest ranking position within the organization. It corresponds to a CEO position in a for-profit corporation. The role of the executive director is to design, develop and implement strategic plans for

1225-740: The world, searching for aspects of culture that influence business behavior. He emphasized awareness of international differences and multiculturalism. Cultural differences reflect differences in thinking and social action, and in "mental programs", a term Hofstede used for predictable behavior. Hofstede related culture to ethnic and regional differences, but also to the influence of organizations, professional, family, social and subcultural groups, national political systems, and legislation. He suggested that changing "mental programs" involves changing behavior first, which then leads to value change. Though groups such as Jews and Gypsies have maintained their identity through centuries, their values reflect adaptation to

#25974