Research Paper on Organizational Culture & Mentoring
Research paper
On
Organizational culture & mentoring
SUBMITTED BY: Anora Muriel dsilva
Class: MBA (IB)
INDEX TOPIC | PAGE NUMBER | Introduction | 2 | Why do we study organizational culture | 2 | Levels of organizational culture | 3 | Consequences and implication of organizational culture | 4-5 | Research findings on organizational culture | 5 | Mentoring | | Introduction | 5 | Functions of Mentoring | 5 | Characteristics of a good mentor | 6 | Personal and organizational implications of mentoring | 6 | Building an effective mentoring network: | 7 | Research finding on mentoring | 8 | Bibliography | 9 | oRGANISATIONAL CULTURE AND MENTORING
INTRODUCTION:
The word culture has been is derived from the idea of cultivation which means the pattern of development. This pattern differs from country to country and society to society. Organizational culture refers to the common beliefs and values that are present in the organization which guides the behavior of its members. Organizational behavior is usually considered to be a soft concept but still it is a very strong and reliable culture. A firmly established culture can even take as long as 10 to 20 years or even more number of years to accept changes in the organization. An organizational culture is usually passed on from the existing employees of the organization to the new recruits of the organizations by socializing with one another. Organizational culture to a great extend influences the behavior of the employees in the work place.
WHY WE NEED TO STUDY THE ORGANIZATIONAL CULTURE:
A strong work culture acts as a driving force for the organizations success. The reasons why we need to study organizational behavior are as follows: 1) Firstly culture refers to a constant change and development of values , beliefs and attitudes over a period of time. Organizations have a certain set of values which can be related to the founders of the organization and organizations prefer to select or employee
On
Organizational culture & mentoring
SUBMITTED BY: Anora Muriel dsilva
Class: MBA (IB)
INDEX TOPIC | PAGE NUMBER | Introduction | 2 | Why do we study organizational culture | 2 | Levels of organizational culture | 3 | Consequences and implication of organizational culture | 4-5 | Research findings on organizational culture | 5 | Mentoring | | Introduction | 5 | Functions of Mentoring | 5 | Characteristics of a good mentor | 6 | Personal and organizational implications of mentoring | 6 | Building an effective mentoring network: | 7 | Research finding on mentoring | 8 | Bibliography | 9 | oRGANISATIONAL CULTURE AND MENTORING
INTRODUCTION:
The word culture has been is derived from the idea of cultivation which means the pattern of development. This pattern differs from country to country and society to society. Organizational culture refers to the common beliefs and values that are present in the organization which guides the behavior of its members. Organizational behavior is usually considered to be a soft concept but still it is a very strong and reliable culture. A firmly established culture can even take as long as 10 to 20 years or even more number of years to accept changes in the organization. An organizational culture is usually passed on from the existing employees of the organization to the new recruits of the organizations by socializing with one another. Organizational culture to a great extend influences the behavior of the employees in the work place.
WHY WE NEED TO STUDY THE ORGANIZATIONAL CULTURE:
A strong work culture acts as a driving force for the organizations success. The reasons why we need to study organizational behavior are as follows: 1) Firstly culture refers to a constant change and development of values , beliefs and attitudes over a period of time. Organizations have a certain set of values which can be related to the founders of the organization and organizations prefer to select or employee
Bibliography: Some scholars argue that to apportion special sets of ethics to separate spheres or arenas of activity, such as business ethics, is to create an artificial distinction between business and the rest of life (Drucker, 1981). MENTORING: 1. Organisation Theory and the Ethics of Participation; Stephan Cludts; Journal of Business Ethics, Vol. 21, No. 2/3, The Ethics of Participation (Sep., 1999), pp. 157-171 2