People of a nation have their own culture or cultural values, therefore, the members of an organization have their own culture.
The organizational culture is a set of values, beliefs, standards, assumptions and thinking, which is accepted by all members of an organization. These cultural elements are transferred to the new members from which are taught on how to perceive, think and will feel within an organization. In other words, culture shows how things are done within the organization. Generally, organizational culture leads the behavior of the members of the organization and affects the work they do.
The communication and leadership style exercised by the manager in the organization are influenced by the organizational culture. The procedures of innovation, decision making, communication, organization, measurement of performance etc., vary considerably from an organization to organization and these differences are due to the organizational culture. The organizational culture can be diagnosed by observing the behavior of people at work and with interviews.
Table of Contents
- INTRODUCTION
- CHAPTER 1 — LITERATURE REVIEW
- 1.1 CULTURE APPROACHES
- 1.2 DEFINITION AND CHARACTERISTICS OF ORGANIZATIONAL CULTURE
- 1.3 THE CONTENT OF ORGANIZATIONAL CULTURE
- 1.4 NATIONAL CULTURE
- 1.5 DIFFERENCES OF ORGANIZATIONAL CULTURE AND ORGANIZATIONAL CLIMATE
- 1.6 ORGANIZATIONAL CULTURE AND LEADERSHIP BY CAMERON AND QUINN
- 1.7 HARRISON AND HANDY TYPOLOGY
- 1.8 SCHEIN APPROACH
- 1.9 CULTURE AND EXECUTIVES' EFFECTIVENESS
- 1.10 SUCCESSFUL ORGANIZATIONAL CULTURE
- 1.11 STRONG - WEAK CULTURE
- CHAPTER 2 - LEADERSHIP
- 2.1 DEFINITION AND CHARACTERISTICS OF LEADERSHIP
- 2.2 THE NATURE OF LEADERSHIP
- 2.3 LEADERSHIP PRINCIPLES
- 2.4 THE ROLE OF THE FOUNDER AND LEADERSHIP
- 2.5 THEORIES OF LEADERSHIP BEHAVIOR
- 2.5.1 THEORY X & Y
- 2.5.2 THE MANAGERIAL GRID BY BLAKE AND MOUTON
- 2.5.3 CONTINGENCY Model by FIEDLER
- 2.5.4 THE Life Cycle Theory by HERSEY & BLANCHARD
- 2.5.5 THE Leader Member EXCHANGE THEORY BY DANSEREAU F., GRAEN G. AND HAGA
- 2.5.8 LEADERSHIP MODEL BY VROOM - YETTON
- 2.6 LEADERSHIP Types
- 2.6.1 CHARISMATIC LEADERSHIP BY DENHARTOG, HOUSE AND HANGES (1999)
- 2.6.2 SERVANT LEADERSHIP BY GREENLEAF (1977)
- 2.6.4 VISIONARY LEADERSHIP - NANUS (1992)
- 2.6.5 SPIRITUAL LEADERSHIP BY DENT, HIGGINS AND WHARFF (2005)
- 2.6.6 AUTHENTIC LEADERSHIP AVOLIO, LUTHANS & WALUMBWA (2004)
- CHAPTER 3: COMPETING VALUES FRAMEWORK
- 3.1 DEVELOPMENT OF “COMPETING VALUES FRAMEWORK”
- 3.2 REVIEW OF “COMPETING VALUES FRAMEWORK”
- 3.3 REMARKS
- 3.4 QUINN LEADERSHIP ROLE MODEL
- 3.5 ALTERNATIVE MODEL OF LEADERSHIP ROLES
- 3.6 LEADERSHIP AND EFFICIENCY
- CHAPTER 4: RESEARCH METHODOLOGY & ANALYSIS OF RESULTS
- 4.1 RESEARCH PROBLEM
- 4.2 RESEARCH DESIGN
- 4.3 DATA COLLECTION
- 4.4 MEASUREMENT METHODS
- 4.5 SAMPLING PROCESS
- 4.5.1 RESEARCH POPULATION
- 4.5.2 SAMPLE FRAMEWORK
- 4.5.3 SAMPLE UNIT
- 4.5.4 PROCESS EXECUTION
Objectives and Key Themes
This thesis aims to investigate the business dimensions of strategic importance, such as culture and leadership, utilizing Quinn's Competing Values Framework. The research explores the adoption of this framework in the modern business environment, examining the interactions between culture and leadership within four businesses.
- Organizational Culture and its impact on business behavior
- Leadership styles and their relationship to organizational culture
- Application and validation of Quinn's Competing Values Framework in a real-world business setting
- Interplay between organizational culture, leadership, and Human Resource Management (HRM) practices
- Analysis of the Greek business environment and its cultural characteristics
Chapter Summaries
INTRODUCTION: This introduction establishes the significance of organizational culture and its influence on various aspects of business operations, including communication, leadership, and decision-making processes. It highlights the dual levels of organizational culture – the observable and the central culture – and emphasizes the role of the founder in shaping organizational culture. The introduction also lays the groundwork for the thesis by outlining the importance of understanding human behavior in achieving organizational goals and introducing the multi-level analysis of organizational behavior (individual, team, and organizational levels).
CHAPTER 1 — LITERATURE REVIEW: This chapter provides a comprehensive overview of existing literature on organizational culture and leadership. It explores various approaches to defining and understanding organizational culture, including the works of Cameron and Quinn, Harrison and Handy, and Schein. The chapter also delves into the relationship between national culture and organizational culture, contrasting organizational culture with organizational climate. Furthermore, it examines the link between culture and leadership effectiveness, exploring the characteristics of successful organizational cultures and the distinction between strong and weak cultures. The review lays the theoretical foundation for the subsequent empirical analysis.
CHAPTER 2 - LEADERSHIP: This chapter offers a detailed examination of leadership, encompassing definitions, characteristics, principles, and the role of founders in shaping leadership styles. It reviews several influential leadership behavior theories, such as Theory X & Y, the Managerial Grid, Fiedler's Contingency Model, Hersey & Blanchard's Life Cycle Theory, the Leader-Member Exchange theory, and Vroom-Yetton's model. The chapter also explores various leadership types, including charismatic, servant, visionary, spiritual, and authentic leadership, providing a rich context for understanding the complexities of leadership in organizational settings.
CHAPTER 3: COMPETING VALUES FRAMEWORK: This chapter focuses on Quinn's Competing Values Framework, outlining its development and providing a thorough review of its key components. It discusses the framework's implications for leadership roles and explores alternative models of leadership. The chapter’s detailed analysis of the framework serves as a crucial theoretical basis for the research methodology and analysis presented in subsequent chapters, providing a structured lens through which to analyze the collected data.
CHAPTER 4: RESEARCH METHODOLOGY & ANALYSIS OF RESULTS: This chapter details the research methodology employed in the thesis, including the research problem, design, data collection methods, and sampling process. It describes the specific approaches used to collect and analyze data from four businesses, providing a transparent and rigorous account of the research process. The chapter’s focus on methodology lays the foundation for the interpretation of results presented in the conclusion (omitted here due to instructions).
Keywords
Organizational culture, leadership, Quinn's Competing Values Framework, HRM practices, Greek business environment, leadership theories, cultural dimensions, executive effectiveness, organizational behavior.
Frequently Asked Questions: A Comprehensive Language Preview
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This is a preview of a language document providing a structured overview of a thesis. It includes the table of contents, objectives and key themes, chapter summaries, and keywords. The content focuses on organizational culture, leadership styles, and Quinn's Competing Values Framework within a Greek business context.
What topics are covered in the Table of Contents?
The table of contents covers four main chapters: an introduction, a literature review on organizational culture and leadership, a detailed explanation of Quinn's Competing Values Framework, and a description of the research methodology and analysis of results. Each chapter is further broken down into sub-sections exploring specific theories, models, and methodologies.
What are the key objectives and themes of the thesis?
The thesis aims to investigate the interplay between organizational culture and leadership within the context of Quinn's Competing Values Framework. Key themes include the impact of organizational culture on business behavior, the relationship between leadership styles and organizational culture, the application of Quinn's framework in a real-world setting, the interaction between culture, leadership, and HRM practices, and an analysis of the Greek business environment.
What are the main points covered in each chapter?
The Introduction sets the stage, emphasizing the importance of organizational culture and the role of founders. Chapter 1 (Literature Review) provides a comprehensive overview of existing research on organizational culture and leadership, including various theoretical approaches. Chapter 2 (Leadership) delves into leadership theories and types. Chapter 3 focuses on Quinn's Competing Values Framework, detailing its development, components, and implications for leadership. Finally, Chapter 4 outlines the research methodology and the process of data analysis.
What leadership theories and models are discussed?
The document discusses several prominent leadership theories and models, including Theory X & Y, Blake and Mouton's Managerial Grid, Fiedler's Contingency Model, Hersey & Blanchard's Life Cycle Theory, the Leader-Member Exchange theory, Vroom-Yetton's model, and various leadership types such as charismatic, servant, visionary, spiritual, and authentic leadership.
What is Quinn's Competing Values Framework, and how is it used in this thesis?
Quinn's Competing Values Framework is a model used to understand organizational culture and leadership. This thesis uses the framework as a lens to analyze the relationships between culture and leadership in a real-world business setting, specifically within four Greek businesses.
What is the research methodology?
The research methodology section details the research problem, research design, data collection methods, and sampling process used to gather and analyze data from the four selected businesses. This ensures transparency and rigor in the research.
What are the keywords associated with this thesis?
The keywords include organizational culture, leadership, Quinn's Competing Values Framework, HRM practices, Greek business environment, leadership theories, cultural dimensions, executive effectiveness, and organizational behavior.
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This preview offers a concise yet detailed summary of the thesis, providing potential readers with a clear understanding of its key concepts, methodology, and findings. It aims to showcase the research's structure and content in a way that is easily accessible and understandable.
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- Fotini Mastroianni (Author), 2014, Culture and Leadership according to Quinn’s Competing Values Framework, Munich, GRIN Verlag, https://www.grin.com/document/359505
