Shaping Cultures and Ethics of the Organization & Organizational Decision Making Annotated Bibliography

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Shaping Cultures and Ethics of the Organization & Organizational Decision Making Annotated Bibliography
Order Description
Provide an annotated bibliography of the following 24 references that has been used for the uploaded research paper. This must be in APA format, with a cover page and references that each includes a summary, analysis and reflection.
Specfically, the following must be met:
• The entries are properly formatted.
• The sources are current and relevant to the topic.
• An annotation exists for each source listed.
• Each annotation correctly summarizes/describes the corresponding source and demonstrates critical thinking skills regarding interpretation and application of material.
• The annotations are properly formatted and free of spelling and grammar errors.
References
Aggestam, L. (2006). Learning Organization or Knowledge Management Which Came First, The Chicken or The Egg. Infromation Technology and Control, 35(3A), 295-302.
Anderson, J. A., & Englebardt, E. E. (2007). Ethics and Culture of an Organization. 39-48.
Avedisian, J., & Bennet, A. (2010). Values as knowledge: a new frame of reference for a new generation. On the Horizon, 18(3), 255-265.
Berson, Y., Havlevy, N., Shamir, B., & Erez, M. (2014). Leading from different psychological distances: A construal-level perspective on vision communication, goal setting, and follower motivation. The Leadership Quartely. Retrieved from https://dx.doi.org/10.1016/j.leaqua.2014.07.011
Boguslauskas, V., & Kvedaraviciene, G. (2009). Difficulties in identifying Company’s Core Competencies and Core Process. Commerce of Engineering Decision, 76-81.
Butts, J. B. (2012). Ethics in organizations and leadership.
Elango, B., Paul, K., Kundu, S. K., & & Paudel, S. K. (2010). Organisational ethics, individual ethics, and ethical intentions in international decision making. Journal of Business Ethics, 97(4), 543-561.
Eon Rossouw, D., & Van Vuuren, L. (2010). Business Ethics. Oxford University Press, 2010.
Gordon, G. G., & DiTimaso, N. (1992). Predicting corporate performance from organisational culture. Journal of management studies, 29(6), 783-789.
Gorelick, C. (2005). Organisational learnign vs the learning organization: a conversation with a practitioner. The Learning Organization, 12, 383-388.
Handy, C. B. (1985). Understanding Organizations. New York, USA: Facts on File Publications.
Harnel, G., & Breen, B. (2007). The Future of Management. Boston : Havard School of Business Report
Hoch, J. E. (2013). Shared Leadership and Innovation: The Role of Vertical Leadership and Employee Integrity. J Bus Psychol, 28, 159-174.
Jarrar, Y. F. (2002). Knowledge management learning for organisational experience. Managerial Auditing Journal, 322 – 328.
Lord, R., & Brown, D. (2001). Leadership, values and subordinate self-concepts. Leadership Quarterly, 12(2), 133-152.
Mallak, L. (2001). Understanding and Changing Your Organization’s Culture. Industrial Management, 18-24.
Mosley, D. C., Pietri, P. H., & Megginson, L. C. (1996). Management: Leadership in action (5th ed.).
New York: Harper Collins Publishers.
Park, H., V., R., & Schulte, W. D. (2004). Crictical attributes of organisational culture that promote knowledge management technology implementation success. Journal of Knowledge Management, 8(3), 106-117.
Piccolo, R. F., & Colquitt, J. A. (2006). Transformational Leadership and job behaviors: The mediating role of core job characteritics. Academyof Management JOurnal, 49, 327-340.
Pillai, R., & Williams, E. A. (2004). Transformational leadership, self-efficacy, group cohesiveness, commitment, and performance. Journal of Organisational Change Management, 17, 144-159.
Shein, E. H. (2004). Organisational Culture and Leadership (3rd ed.). Danvers, M.A: The Jossey-Bass Business & Management Series.
Simosi, M., & Xenikou, A. (2010). The role of culture in the relationship between leadership and organisational commitment: An emperical study in a Greek organization. The international Journal of Human Resource Management, 21(10), 1598-1616. doi:10.1080/09585192.2010.500485
Treaswell, P., Ackyord, P., & O’Reilly, A. Value Based Leadership and Management – Creation, Permeation and Visibility: A Critical Analysis of Value Development in a Leading New UK Univeristy.
Trice, & Bayer. Studying Organisational Cultures Through Rites and Ceremonials.
Zulganef. (2015). The roles of organisational culture and ethics in shaping the behavior of accountant from the perspective of strategic management. International Journal of Economics, Commerce and Management, 441-455.
Why do an annotated bibliography? The Writing Center at the University of North Carolina at Chapel Hill provides an excellent response:
A good annotated bibliography:
• encourages you to think critically about the content of the works you are using, their place within a field of study, and their relation to your own research and ideas.
• proves you have read and understand your sources.
• establishes your work as a valid source and you as a competent researcher.
An annotated bibliography is a list of sources and includes APA formatted references to the articles, books and resources which one has compiled for a research assignment. Following each reference is a brief description and an evaluation of the source. The purpose of an annotated bibliography is to benefit the researcher and provide the content, relevance and quality of the sources.
Do NOT simply cut and past the abstract as the annotation, as they are not the same. Abstracts are summaries of a source, whereas annotations also include a short summary. Abstracts include a critical aspect to note the source’s author (why should s/he be considered an expert) and they explain the usefulness of the research being performed. Along with being an excellent source for APA formatting guidelines, The Owl at Purdue has helpful information regarding annotated bibliographies and also provides helpful examples.
The APA format for an annotated bibliography is as follows:
Author Last Name, First Initial. Middle Initial. (year). Name of journal article. Name of Journal
is Next,volume(Issue), page numbers.
A brief summary of the article.
Assess the article according to the focus of the research and provide criticisms. Who is the author and how are they qualified? Reflect on the source and how it fits in the topic chosen to research. Is the source helpful? Too broad or too narrow? Explain how this research will fit into your research paper.
Please see levels of achievement on the next page.


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organizational culture

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Key Term and Why I Am Interested In It
I chose to research the role values play in an organization. Noting Schein’s work in the area of organizational culture, Hatch (1993) stated that “values are social principles, philosophies, goals, and standards considered to have intrinsic worth” by those upholding them. My interest in this area of research is based on my work as an organizational leader. Almost 18 months ago I accepted an executive position in an organization, and included in the scope of my role was a mandate to introduce organizational change at the cultural level. As I have been leading the organization through changes deemed essential or necessary to better realize our stated purposes and priorities, I have found that misaligned or misunderstood values quickly create real conflict in the organization. Therefore, I want to better understand how values fit within the culture of an organization, impacting the organization’s ability to fulfil its objects or mandate.
Explanation of the Key Term
Satterlee (2009) defines values as “generally accepted beliefs about what is right and wrong.” He continues:
Values are an interpretation of culture by societal members. A society derives its culture from its history and environment. The developed values of a society influence the members of the society. The values are a basis for developing social norms and decision making. (Satterlee, 2009)
As observed by Satterlee any values adhered to or upheld directly impact how a “society” (organization) behave by exercising actual influence in the outlook and attitudes of the “members” (individuals) forming the group. Furthermore, it has been suggested that as long as the “values are reasonably congruent with the underlying assumptions [of the group], then the articulation of those values into a philosophy of operating can be helpful in bringing the group together, serving as a source of identity and core mission.” (Schein, 2004)
Major Article Summary
In their article, Linking Personal and Organisational Values and Behaviour to Corporate Sustainability: A Conceptual Model, Avota, McFadzean andPeiseniece examined the relationship between individually held values and organizational ones. Specifically interested in any correlation between well aligned values and improved performance or productivity at the organizational level, Avota et al. presented a “persistent interaction” between individual and organizational values: “Research shows that corporate culture and corporate values that are congruent with personal values help employees feel more personal attachment towards the company and thus drive their motivation.” (Avota et al., 2015) In fact their research supported the conclusion that performance and productivity is greatly impacted by such congruence noting:
It is highly important to align personal values with organisational values since in case of misaligned values employees are working without passion, with less productivity or they may even leave the company. Employee commitment on organisational values makes a stronger organisational culture, encourages employees to work towards common goals and thus improves the sustainability of organisations. (Avota et al., 2015)
In addition, Avota et al. discovered that while it might seem that “market forces, competitive positioning, or resource advantages” create significant opportunities for an organization to succeed and surpass its competitors, alignment at this cultural level play a much greater role. Consequently, the role values play within an organization should not be too quickly dismissed or ignored. In their article, Avota et al. emphasize quite the opposite, stressing significant potential for improvement throughout an organization. Dempsey (2015) supports this assertion in Moral Responsibility, Shared Values, and Corporate Culture underlining the importance of values being held to across and throughout an organization so as “in order genuinely to influence the outputs of that organisation.” Regardless of the size of an organization, Dempsey argues, its values must be shared by those individuals within it.
Discussion

  1. Initially it was my intention to understand how values drive decisions made on a daily basis within an organization. The cited work presented research on how values influence decision-making at varying levels of an organization. More than that it stated there exists a direct relationship to strongly held values and increased performance and productivity. Thus it occurs to me that the importance of values within an organization cannot be overstated. Moreover, I would contend that as an organizational leader it is essential that I strive to have a “truly shared” system of values among those in the organization:

For values to be truly shared, they must be more than advertising slogans. They must be deeply supported and broadly endorsed beliefs about what’s important to the people who hold them. Constituents must be able to enumerate the values and must have common interpretations of how those values will be put into practice. They must know how the values influence their own jobs and how they directly contribute to organizational success.” (Kouzes & Posner, 2007)

  1. Shared values also provide better clarity for leadership level decisions. InThe Influence of Top Managers’ Values on Corporate Social Performance: A Meta-Analysis, Le etal. (2015) presented how alignment at leadership levels affects decision-making with far reaching implications across an organization. Based on the research of the cited work shared values drive the leader’s decision making process (at every level of an organization’s leadership). It is the role of the leader to ensure actual alignment in the regular and extraordinary decisions made in an organization. (Visser & Kymal, 2015) Whereas it can be tremendously difficult to articulate the rationale behind decisions made (and sometimes quite inappropriate to even attempt to explain such decisions) it is critically important that a high level of confidence and trust in the leadership exist in an organization. How is such confidence and trust formed? It is built on a foundation of shared values.

 
References
Avota, S., McFadzean, E., & Peiseniece, L. (2015). Linking personal and
organisational values and behaviour to corporate sustainability: A conceptual model. Journal of Business Management, 10, 124-138.http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=bth&AN=111803470&site=ehost-live&scope=site
Dempsey, J. (2015). Moral responsibility, shared values, and corporate culture.
Business Ethics Quarterly, 25(3), 319-340. http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=bth&AN=111105165&site=ehost-live&scope=site
Hatch, M.J. (1993).The dynamics of organizational culture. Academy of Management
Review, 18(4), 657-693. http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=bah&AN=9402210154&site=ehost-live&scope=site
Kouzes, J.M. & Posner, B.Z. (2007) The leadership challenge. San Francisco, CA:
Jossey-Bass. ISBN: 9780787984922.
Le, S., Fuller, B., Muriithi, S., Walters, B., & Kroll, M.J. (2015). The influence of top
managers’ values on corporate social performance: A meta-analysis. Journal of Managerial Issues, XXVII(1-4), 9-27.http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=bth&AN=112699295&site=ehost-live&scope=site
Satterlee, B. (2009). Cross border commerce: With biblical worldview application.
Roanoke, VA: Synergistics. ISBN: 9781934748039
Schein, E.H. (2004) Organizational culture and leadership. San Franciso, CA: Jossey-
Bass. ISBN: 0787975974.
Visser, W. & Kymal, C. (2015). Integrated value creation: Beyond corporate social
responsibility and creating shared value. Journal of International Business, 8(1), 29-43.http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=bth&AN=109950960&site=ehost-live&scope=site
 


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ORGANISATIONAL PROBLEM ANALYSIS

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The purpose of this assignment is to apply and to integrate the theories, models and concepts from the Managing OB course by examining how OB factors contribute to real-life organisational success or failure, and to further develop your written communication skills.
The Task
Locally, nationally and internationally, there are many organisations whose success or failure has been determined at least in part by key organisational behaviour and people factors. Success may not necessarily mean financial performance – it may mean that the organisation has effectively managed a “turnaround” of some sort (for example, a major change to ‘go green’ following an environmental incident or to improve diversity following being labelled a biased or discriminatory employer. Failure may not mean financial disaster – it may mean a loss of trust with stakeholders, the presence of unethical behaviour or a damaging culture, or the loss of key talent (employees) to competitors. There have been many examples in the media over the last five years. For example, culture, leadership, and motivation and reward systems were antecedents to Enron’s failure, which had severe consequences for its stakeholders…….


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Leadership across cultures

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Leadership across cultures
An individual 2,500-word report to analyse strategies and policies that can be used to (1) recruit and train the expatriate managers, and ensure their integration in the workforce. (2) Devise methods and strategies that can be used to communicate the organisational values to the expatriate workers.
Choose an existing International hotel that has a multi-cultural workforce.
The hotel I have chosen is Hotel Cascais Miragem in Portugal.


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