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Organizational Communication: Organizational Culture

Creating the Climate and Culture of Success

Thursday, January 31st, 2013 at 9:57 am

Topic: Organizational Climate and Organizational Culture Author(s), Title and Publication Schneider, B., Gunnarson, S. K., & Niles-Jolly, K. (1994). Creating the Climate and Culture of Success. Organizational Dynamics, 23(1), 17-29. Summary This essay examined management values that must be adhered to by employees for organizational effectiveness. Climate is employees’ perceived atmosphere that is created within their organization by executives’ behavior (e.g., encouraging innovation), and the actions rewarded. Culture refers to an organization’s values and beliefs. Culture stems from employees’ observations of management’s behavior, and interpretations of the values that produce the climate. This paper suggested that successful organizations usually make their employees perceive management ...

The Influence of Power Distance and Communication on Mexican Workers

Thursday, January 31st, 2013 at 9:51 am

Topic: Organizational Culture and Power Distance Author(s), Title and Publication Madlock, P. E. (2012). The Influence of Power Distance and Communication on Mexican Workers. Journal of Business Communication, 49(2), 169-184. Summary This study was framed by the theory of independent mindedness (TIM). TIM focuses on the congruency or similarity between the culture created within an organization (i.e., organizational culture) and the culture within which the organization operates (i.e., societal culture). TIM argues that cultural congruency will bring about motivated, satisfied, and productive employees. The study examined the influence of congruency between organizational culture and societal culture on Mexican employees’ communication behaviors, job satisfaction, and ...

Creating Corporate Cultures Through Mythopoeic Leadership

Thursday, January 31st, 2013 at 9:50 am

Topic: Corporate Culture Author(s), Title and Publication Jarnagin, C., & Slocum Jr., J. W. (2007). Creating Corporate Cultures Through Mythopoeic Leadership. Organizational Dynamics, 36(3), 288-302. Summary This essay introduced the concept of Mythopoeic Leadership as a framework for leaders to develop a robust corporate culture that drives employees to consistently make heroic efforts. Culture has a greater impact on a company’s success than anything else management can do. Employees who embrace their company’s culture are more committed to their company and are less likely to leave it. Mythopoeic leaders (MLs) develop corporate culture based on myths (e.g., stories of other employees’ accomplishments). It is ...

The multinational corporation as a multilingual organization

Thursday, January 31st, 2013 at 9:47 am

Topic: Corporate Language Author(s), Title and Publication Fredriksson, R., Barner-Rasmussen, W., & Piekkari, R. (2006). The multinational corporation as a multilingual organization. Corporate Communications, 11(4), 406-423. Summary This study explored the use of common corporate language(s) in multinational corporations (MNCs). English has been introduced by some MNCs as their corporate language; however, MNCs are usually multilingual and characterized by high language diversity. Using the case of the German MNC Siemens AG, this study investigated what makes a common corporate language “common” and the extent to which a language is shared within the organization. Data were collected from in-depth interviews of 36 Siemens members at ...

The Leader as Mentor

Wednesday, November 14th, 2012 at 1:21 pm

Topic: Mentoring Author(s), Title and Publication Gibson, J. W., Tesone, D. V., & Buchalski, R. M. (2000). The Leader as Mentor. Journal of Leadership Studies, 7(3), 56-67. Summary This study explored the mentoring role of leaders. Mentoring refers to an interpersonal relationship in which a senior or more experienced person helps a junior or inexperienced person. The researchers argued that mentoring is a natural component of effective leadership. Based on social exchange theory and communitarianism theory, the study explained the pro-social behavioral roots of mentoring. Leaders or mentors help new employees because the relationship will benefit them and their entire group (social exchange theory), and ...

Leader–Member Exchange Quality and In-Role Job Performance: The Moderating Role of Learning Organization Culture

Monday, August 13th, 2012 at 12:08 pm

Topic: Organizational Culture, Leader-Member Exchange, and Job Performance Author(s), Title and Publication Joo, B.-K. (2012). Leader–Member Exchange Quality and In-Role Job Performance: The Moderating Role of Learning Organization Culture. Journal of Leadership & Organizational Studies, 19(1), 25-34. Summary This study examined the influence of the leader-member exchange relationship (LMX) on in-role job performance and the moderating effect of organizational learning culture. In-role job performance was assessed based on activities related to tasks, duties, and responsibilities outlined in job descriptions. LMX quality is the quality of the interpersonal exchange relationship between an employee and the supervisor. A “learning organizational culture” facilitates employee learning and continuously ...