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Organizational culture is an important driver of the success of a business. Discuss how an organizational culture can formed (formal/informal), the organizational structures in which organizational cultures can form (groups, divisions, teams, leaders), the notion of pow er in this context and the impact on employees’ work performance.

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oRGANISATIONAL_cULTURE (2).docx
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** ******* ** ******* ** environment *** association *** ******** ****** ** ****** *** *** ** **** ***** ***** ** ****** overnight ** ** ******* ** ****** pioneer’s ****** *** ****** ** ******* ******* ****** ****** *** association ** ******* authoritative ******* *** ****** ***** ** ***** ***** ** ******** ** **** *** ***** ****** ***** Relentless *** ***** ** ******** ** ***** ** ******* association ******* Practical correspondence ** ******* fundamental ******* ** ******* association ******* ******** correspondence specialists *** ****** ***** ** association ******* ******* *** *** movements ** occurredBehaviour ** delegates ****** *** association ***** * hierarchical ******** ******** **** ** ****** ** ******** *** authoritative qualities ******** *** constantly ***** *** ***** ***** ** varieties ** associations ****** ****** ***** association ** ** ****** ***** *** refinement *** ****** *** ****** ** varieties ** *** * ** **** *** *** ***** *** affecting association ******* (Crawford, *****
****** *** ******** ****** ****** **** * ****** ** *** ******* **** *** ****** ****** **** *** *** **** ****** ** associations ** ****** ** ***** **** significant ** *** **** ** ******* ******** ***** ** ******* exploitative ******** ** portraying *** *** breakdown ** * ****** association *** ****** ******* ***** ****** ** **** **** frightful ***** ****** **** *** ******** *** ******* ****** ** ******** ******** *** ****** ***** ******** *** ******* **** ******* **** ******* ** awareness ** **** ****** *** ******** ******* ** ***** ** *** *** **** ** **** *** *** ******** ** *** ****** ** ***** practices, **** *** **** *** ******* **** *** **** relentlessness ******* **** ** * **** ** criticizing * ******* ****** ***** ******* **** ** ** ***** beguiling ** ***** ** ***** *** ******** **** ******* ** delegate’s admiration ** ******* ** ****** ******** association ******** ***** ** unfavorably **** ** *** ***** ***** ** *** **** **** ****** *** ******* ** ***** *** *** substance reliance, ** ***** ** **** ****** ** ******* ******** ******* ***** ** endangering wellbeing ** association *** distinctive ******** *** ******** ******** **** )Atmosphere **** individual ***** ** **** *** ****** ** ** conviction **** ** association ******** *** standards ** ******** Executives ****** ** ******* ** *** ******** ******* ** **** ***** ****** ** ****** **** ** ******** *** **** supervision ***** ** ******** ** delegates ** ******** ***** ******** ******** ****** straightforward Organization ****** ** ******* **** **** *** * **** ** ****** ** association *** ***** **** **** ** ** ******** makingOrganizational qualities *** ** described ** *** ** ******** qualities ***** ****** ** adequately ******** ** *** delegates ** association ** ***** ******** qualities *** ** **** **** *** individual **** **** ** ** ***** *** ******** *** ***** ** ******** *** *** individual *** *** *** attractive *** fulfilling ****** ** association (Martins, *****
** authoritative behaviour ** ****** *** estimations ** individuals ****** ** enthusiasm *** association Authoritative ******* ******* **** ******* **** confidence, **** ***** execution, obligation *** effectiveness ***** **** ***** ** *** *** specialist ** association ** ***** ** ******** *** authoritative ****** *** ***** ** *** ** ** ** ** *** *** ******** *** **** ** **** *** * ****** *** ** * **** *** individual ****** *** hierarchical qualities ***** ** transforms unknowingly transform **** *** *** particular behaviour ***** ** ***** ****** ** * *** ** hierarchical qualities ******** ****)Besides, ******** **** *** opportunity ** ** *** ** association ******** ******* ** authoritative qualities ** ***** ** ***** *** ****** ****** ** ***** ** incorporate **** **** ****** ***** *** ***** ** ******** ** association ** *** ***** ** hierarchical qualities ** ******** ** ******* **** ** ****** *** subordinates constantly ***** ** ******* ***** *** ** ******* *** positioning ***** *** *** *** **** inaccessible ****** ** ***** ***** ****** ******* ** **** ****** ** ** ******* ** ****** **** ** ******** ** nervousness *** ****** ** ****** **** ** ***** ***** hierarchical qualities **** *** **** *** **** ** fulfilling authoritative ******* *** ****** (Martins, *****
Conclusion ** ** *** ** contemplated **** authoritative ******* ** *** ** hierarchical ****** *** inclination, **** ***** qualities *** ****** *** tradition Hierarchical ******* ** ** **** ****** *** ** particular qualities *** ** ****** ***** *** ***** ** qualities ******** ** ****** ** association ** ****** ******** ** *** disregarded **** association ******* ** ******** ** ******* ******* ****** ** ** **** ****** *** association ******** ** ***** *** ****** *** ****** execution ** *** association ******** *****
REFERENCES
******* * ** ******* * ** * ******** * ****** Organisational ******* *** ******* ** ****** care Quality ** ****** Care, *(*), *******
******** * ** * Terblanche, * ****** ******** organisational ******* **** stimulates creativity *** innovation European ******* ** innovation management, *(*), *****
**** ** * Crawford, * ****** *** ****** ** organisational ******* *** leadership ***** ** *** satisfaction *** organisational ******* * cross-national parison Journal ** management development, **(*), *******
******* * ** ******* * ** * ******** * ****** Organisational ******* *** ******* ** ****** care Quality ** ****** Care, *(*), *******
******** * ****** ******** organisational ******* ******* ** reality?Human ******** Management Journal, *(*), *****
****** ** ******** ** Marshall, ** * ******* * ****** **** organisational ******* influence ****** **** performance? * ****** ** *** evidence Journal ** ****** ******** ******** * Policy, *(*), *******
******* * ** * ******** * * ****** **** performance **** ******** organisational ******* *** **** effectiveness Human ******** Management Journal, **(*), *****
******* * * ****** Understanding organisational ******* *** *** implications *** corporate marketing European ******* ** Marketing, **(**), *******
******** ** ***** ** * Richards, * ****** *** relationship ******* organisational ******** organisational ******* *** managerial valuesInternational ******* ** ****** ****** Management, **(*), *******Price: $20.00

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