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Organisational Culture - Will Over-Ride Education, Intelligence and Common Sense
Organisational culture is the single biggest determinant of how an individual will behave within a business or organisational environment. It will over-ride education, intelligence and common-sense...
Leadership and Culture; their impact on safety
From a presentation delivered by Robin Pullen as he spoke about “Leadership and Culture and its impact on safety” at the RISKWELL 2008 Conference held at the Sun City Complex, Sun Internatioal. South Africa
Measuring and managing social performance
In recent years donors and practitioners have demonstrated a renewed interest in and commitment to understanding how to reach poor people effectively, assess their level of poverty, and judge the social performance of MFIs.

Other organisational culture Related Articles

7.4.1 Governance and organisation
Once again, little or no systematic research has been undertaken on the governance and organisational arrangements of national training systems in developing countries. In particular, little is known about recent attempts that have been made to improve the level of representation and thus the power and influence of the poor in governance structures and with what results. Similarly, virtually nothing is known about specific organisational changes that have been made in an attempt to ensure that the special training needs of the poor are adequately catered for.

Culture and Institutional Reform
Culture is often described as "the way we do things around here." In fact it is more complex. It is also feelings, underlying beliefs, values, history, and assumptions about an organization. Those are rooted in experiences, stories, and behaviour patterns sometimes decades or centuries old. The culture tells people what is and is not okay. Culture is enduring, difficult to develop or reshape.Despite that, fundamental culture change is necessary for the reforms envisaged in Results for Canadians.
Creating a Culture
Every company no matter what size develops some type of culture. The culture can be a productive one or, the culture can be a negative one. Whether you set out to create one or not your company develops a culture. That culture is the perception of employees who see and hear how things are done. Your culture is the summary of your environment, morale and management style. This article discusses what you can do to create the kind of culture which will move your company forward.
Building your Leadership Culture for Today’s Business Climate
What is your Organizational Culture? What does "Organizational Culture" have to do with leadership culture?” Do your top executives set the tempo and culture of your organization?

Succession Planning - success through coaching!
Research indicates that effective leaders are instrumental in driving improvements, retaining key talent, attracting new talent, and even in building and sustaining organisational culture...so why do so many organisations fail to maximise on the potential of their leaders given the significant role they play in ensuring business continuity and success?

Assessing Your Nonprofit's Culture - Seven Questions To Ponder
Have you ever taken a careful look at the culture of your nonprofit organization? Is the culture positive or negative? Do people enjoy working there, or would they rather be somewhere else? The culture of an organization impacts staff retention, client satisfaction, and the organization's overall effectiveness and success. This article provides seven elements that need to be examined, to help your organization develop and retain a positive, healthy, and thriving culture.

Organisational Culture - Will Over-Ride Education, Intelligence and Common Sense
Organisational culture is the single biggest determinant of how an individual will behave within a business or organisational environment. It will over-ride education, intelligence and common-sense...
Third Generation Leadership: the role of the CEO
As we move more and more into a knowledge economy the greatest point of leverage in organisational success is to increase the capability of each employee. And that requires a new culture – a Third Generation Leadership culture. And facilitating that should be the central role of a CEO.

Coaching Generation Y
The new generation entering the workplace has a different philosophy from those that have gone before. To accommodate both the new thinking and legitimate business interests, organisations should move to ensure that coaching is part of their organisational culture.
Unravelling CSR from Spin
Corporate Social Responsibility (CSR) is more ‘need to do' than ‘nice to do', but unless responsible behaviour and stakeholder dialogue are embedded in corporate culture and drive organisational decision making, neither the company nor its stakeholders will see the true benefits.

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