Relationships Among Organizational Culture, Human, Resource Practices Essay

Relationships Among Organizational Culture, Human, Resource Practices and its CEOs Leadership modal value - Essay ExampleHowever, it should be a representative of the views of the employees beliefs to encourage innovativeness and free will. The organizational farming is likely to be shaped by the Human Resources practices, the CEO and the leadership styles applied. For example if stern proceeding is taken by the management due to specific behavior ,then everyone in the organization will derive a certain pattern either to adopt or avoid the occurrence depending on the outcome. The nearly influential person in the organization to set the organizational market-gardening is the companys CEO. Although a CEO may come into a company long before its elaboration has been established, he/she has an stop number hand in changing the way things are done in the organization. When mergers and acquisitions are formed, the organizational culture of the organizations involved in the merger is l ikely to be affected .In turn, this change will affect he effectiveness of the organization (Heller, 2007). Normalcy can be resumed after successful merger of not nevertheless the business side but the human resources which is directly related to the organizational culture of the saucily acquired business. ... nducted during the transition, Joe Moeller give tongue to that he had worked in the Petroleum and Koch industries for the last 39 years .Although GP presented him with a total new playing ground, he was ready to take on the new roles to greater success encompassed on Kochs culture we will develop and leverage what we believe are the core capabilities of Koch companies and build a culture of principled entrepreneurship (DeGross, 2006). During his leadership position in Koch, Moeller promoted an entrepreneurial culture that awards and develops superior performers in the organization. He believed in people rather than in systems. In Koch, every single employee even off from t he top to the bottom enjoyed the right to share their opinion under his leadership. From this one can tell that Moeller was a people oriented and representative leader. He believes in the capacity of every employee in helping the company achieve its goals. He secure democracy because alone employees were at liberty of questioning the status quo. Furthermore, he would easily interact with employees in the lower cadre a trait that a servant leader would exhibit. Most of these leadership characteristic that he had were absent in the old G.P. To successfully change the old G.Ps culture to cause the Kochs one, Moeller introduced entrepreneurial spirit that promoted a people oriented leadership. He did away with the bureaucratic slipway of making decision and brought in a democratic and participative culture. He also promoted the free interaction among all levels of employees to exhibit a servant leadership style where junior employees would not fell intimidated by their seniors (De Gross, 2006). GPs HR policies worked along bureaucratic systems. The employees were accustomed to going through