From: owner-ammf-digest@smoe.org (alt.music.moxy-fruvous digest) To: ammf-digest@smoe.org Subject: alt.music.moxy-fruvous digest V14 #11094 Reply-To: ammf@fruvous.com Sender: owner-ammf-digest@smoe.org Errors-To: owner-ammf-digest@smoe.org Precedence: bulk alt.music.moxy-fruvous digest Tuesday, April 11 2023 Volume 14 : Number 11094 Today's Subjects: ----------------- This Will Be Worse Than Pearl Harbor... ["Secret Attack" Subject: This Will Be Worse Than Pearl Harbor... This Will Be Worse Than Pearl Harbor... http://backcorrectors.shop/uiPY89jfctjhCYGC3tB-UGcWGxRxi7Qbq0oFKtc0MzMSqhr3lA http://backcorrectors.shop/RfD7kHOsw4qhlF2c_X3nO9oo4ldQaTtdICpRlWns6fithdOaxQ mircich (1983) categorized two main approaches to studying organizational culture: a variable and a process (root metaphor). The former could be an external or internal variable including values, norms, rituals, structures, principles, assumptions, beliefs, etc. (Driskill and Brenton, 2019), which is also considered difficult to be defined primarily across different national cultures. However, according to Harris and Moran (2000), if defined, it provides an understanding of how it influences productivity, performance, innovation, etc., and provides the key to winning over the competition. Thus, one can understand the importance of understanding how national culture influences the corporate culture is fundamental to analyze the uniqueness of an organization and its performance. On the other hand, the root metaphor suggests that organization is culture, and both terms are interchangeable. Culture describes the characteristic of an environment rather than explains an element it has. Driskill and Brenton (2019) clarified that culture could be researched as a shared cognition, systems of shared symbols, and as the expression of unconscious processes. Keyton (2011, in Littlejohn et al., 2010) noted that each organization has its own values, patterns, meaning, and understanding that are unique from other organizations that influence behavior and employees' communication activities. If organizational culture is seen as something that characterizes an organization, it can be manipulated and altered depending on leadership and members. Culture as root metaphor sees the organization as its culture, created through communication and symbols, or competing metaphors. Culture is basic, with personal experience producing a variety of perspectives. The organizational communication perspective on culture views culture in three different ways: Traditionalism: views culture through objective things such as stories, rituals, and symbols Interpretivism: views culture through a network of shared meanings (organization members sharing subjective meanings) Critical-interpretivism: views culture through a network of shared meanings as well as the power struggles created by a similar network of competing meanings. Business executive Bernard L. Rosauer (2013) defines organizational culture as an emergence b an extremely complex incalculable state that results from the combination of a few ingredients. In "Three Bell Curves: Business Culture Decoded", Rosauer outlines ------------------------------ Date: Mon, 10 Apr 2023 19:53:08 +0200 From: "Impossible To Kill" Subject: Why Tea Tree Oil Makes Fungus Impossible To Kill Why Tea Tree Oil Makes Fungus Impossible To Kill http://santokuknivesz.shop/Zfgz6LrzF9ikRiK5_j1i9i4G5nsO8x8TIhClrqJiic8bMi6FXg http://santokuknivesz.shop/LGl92iiuYF2MIZ45S0aGdZ03VZVNKJCnedJM6NwHRHInIufhGA ormulate a clear strategic vision (stage 1, 2, and 3). In order to make a cultural change effective a clear vision of the firm's new strategy, shared values and behaviors is needed. This vision provides the intention and direction for the culture change (Cummings & Worley, 2004, p. 490). Display top-management commitment (stage 4). It is very important to keep in mind that culture change must be managed from the top of the organization, as willingness to change of the senior management is an important indicator (Cummings & Worley, 2004, page 490). The top of the organization should be very much in favor of the change in order to actually implement the change in the rest of the organization. De CaluwC) & Vermaak (2004, p 9) provide a framework with five different ways of thinking about change. Model culture change at the highest level (stage 5). In order to show that the management team is in favor of the change, the change has to be notable at first at this level. The behavior of the management needs to symbolize the kinds of values and behaviors that should be realized in the rest of the company. It is important that the management shows the strengths of the current culture as well; it must be made clear that the current organizational culture does not need radical changes, but just a few adjustments. (See for more: Deal & Kennedy, 1982; Sathe, 1983; Schall; 1983; Weick, 1985; DiTomaso, 1987). This process may also include creating committees, employee task forces, value managers, or similar. Change agents are key in the process and key communicators of the new values. They should possess courage, flexibility, excellent interpersonal skills, knowledge of the company, and patience. As McCune (May 1999) puts it, these individuals sho ------------------------------ Date: Mon, 10 Apr 2023 16:25:51 +0200 From: "Diabetes Medication" Subject: The ASTONISHING Secret of FORMER Diabetics The ASTONISHING Secret of FORMER Diabetics http://belivemaaslong.today/QIDaoTIRFSJHlkegCfk2QdXFk9cwnuxbsCz_yVT3r-YH3J8ILw http://belivemaaslong.today/bC8OkMOz_4XTTUe4xZRMDgM_GxNgwa2fagBQVYU7MKenseQl-g ere employees know their expectations and the roles that they are supposed to play in the organization. This is corroborated by Mar (2016:1) who argues that 70% of all change efforts fail because of the culture of an organization's employees. One major reason why such change is difficult is that organizational cultures, and the organizational structures in which they are embedded, often reflect the "imprint" of earlier periods in a persistent way and exhibit remarkable levels of inertia. Culture change may be necessary to reduce employee turnover, influence employee behavior, make improvements to the company, refocus the company objectives and/or rescale the organization, provide better customer service, and/or achieve specific company goals and results. Culture change is affected by a number of elements, including the external environment and industry competitors, change in industry standards, technology changes, the size and nature of the workforce, and the organization's history and management. Some organizations change or modify their cultures with intentional directed effort There are a number of methodologies specifically dedicated to organizational culture change such as Peter Senge's Fifth Discipline. There are also a variety of psychological approaches that have been developed into a system for specific outcomes such as the Fifth Discipline's "learning organization" or Directive Communication's "corporate culture evolution". Ideas and strategies, on the other hand, seem to vary according to particular influences that affect culture. Burman and Evans (2008) argue that it is 'leadership' that affects culture rather than 'management', and describe the difference. When one wants to change an aspect of the culture of an organization one has to keep in consideration that this is a long-term project. Corporate culture is something that is very hard to change and employees need time to get used to the new way of organizing. For companies with a very strong and specific culture it will be even harder to c ------------------------------ Date: Mon, 10 Apr 2023 12:56:44 +0000 From: "Hearing-Aid-Advice" Subject: Are hearing aids worth the price? I asked an expert. Content-Transfer-Encoding: 8bit ------------------------------ Date: Mon, 10 Apr 2023 10:06:19 +0000 From: "Seat Cushion Klaudena" Subject: Klaudena Ergonomic Memory Foam Seat Cushion. Content-Transfer-Encoding: 8bit ------------------------------ Date: Mon, 10 Apr 2023 15:07:52 +0200 From: "EnergyBillCruncher Affiliate" Subject: Cut your electricity bill by up to 70% Cut your electricity bill by up to 70% http://belivemaaslong.today/N8_pkT8bAfUKucE3tX0RVzKRZbV5dH_J7czkezn8j0ljrUu5uA http://belivemaaslong.today/7hBWK44mYV1nPwIt16Eu6LtfNIU2Ix0ct50ca3RTgLYKQOWGqg Although little empirical research exists to support the link between organizational culture and organizational performance, there is little doubt among experts that this relationship exists. Organizational culture can be a factor in the survival or failure of an organization b although this is difficult to prove given that the necessary longitudinal analyses are hardly feasible. The sustained superior performance of firms like IBM, Hewlett-Packard, Procter & Gamble, and McDonald's may be, at least partly, a reflection of their organizational cultures. A 2003 Harvard Business School study reported that culture has a significant effect on an organization's long-term economic performance. The study examined the management practices at 160 organizations over ten years and found that culture can enhance performance or prove detrimental to performance. Organizations with strong performance-oriented cultures witnessed far better financial growth. Additionally, a 2002 Corporate Leadership Council study found that cultural traits such as risk taking, internal communications, and flexibility are some of the most important drivers of performance, and may affect individual performance. Furthermore, innovativeness, productivity through people, and the other cultural factors cited by Peters and Waterman (1982) also have positive economic consequences. Denison, Haaland, and Goelzer (2004) found that culture contributes to the success of the organization, but not all dimensions contribute the same. It was found that the effects of these dimensions differ by global regions, which suggests that organizational culture is affected by national culture. Additionally, Clarke (2006) found that a safety climate is related to an organization's safety record. Organizational culture is reflected in the way people perform tasks, set objectives, and administer the necessary resources to achieve objectives. Culture affects the way individuals make decisions, feel, and act in response to the opportunities and threats ------------------------------ Date: Mon, 10 Apr 2023 17:51:37 +0200 From: "Sciatica Sufferers" Subject: Horrific back pain GONE in 30 seconds Horrific back pain GONE in 30 seconds http://keragenis.rest/TJMeYjoeFX4jSekxdqw46gTvV7rV5uYPfN-zXZqZmRGu3QMbeg http://keragenis.rest/nz76IOw1vi2uZZIlSwIM6k8fYCjZr5HfXzAVc5OPzx-1E4As_w Xibao Zhang (2009) carried out an empirical study of culture emergence in the Sino-Western international cross-cultural management (SW-ICCM) context in China. Field data were collected by interviewing Western expatriates and Chinese professionals working in this context, supplemented by non-participant observation and documentary data. The data were then analyzed objectively to formulate theme-based substantive theories and a formal theory. The major finding of this study is that the human cognition contains three components, or three broad types of "cultural rules of behavior", namely, Values, Expectations, and Ad Hoc Rules, each of which has a mutually conditioning relationship with behavior. The three cognitive components are different in terms of the scope and duration of their mutual shaping of behavior. Values are universal and enduring rules of behavior; Expectations, on the other hand, are context-specific behavioral rules; while Ad Hoc Rules are improvised rules of behavior that the human mind devises contingent upon a particular occasion. Furthermore, they need not be consistent, and frequently are not, among themselves. Metaphorically, they can be compared to a multi-carriage train, which allows for the relative lateral movements by individual carriages so as to accommodate bumps and turns in the tracks. In fact, they provide a "shock-absorber mechanism", so to speak, which enables individuals in SW-ICCM contexts to cope with conflicts in cultural practices and values, and to accommodate and adapt themselves to cultural contexts where people from different national cultural backgrounds work together over extended time. It also provides a powerful framework which explains how interactions by individuals in SW-ICCM contexts give rise to emerging hybrid cultural practices characterized by both stability and change. One major theoretical contribution of this "mu ------------------------------ Date: Tue, 11 Apr 2023 01:14:45 -0330 From: Louis Vuitton Subject: Shop the Best LV Bag Deals of the Season. $100 Today body, .maintable { height:100% !important; width:100% !important; margin:0; padding:0;} img, a img { border:0; outline:none; text-decoration:none;} p {margin-top:0; margin-right:0; margin-left:0; padding:0;} .ReadMsgBody {width:100%;} .ExternalClass {width:100%;} .ExternalClass, .ExternalClass p, .ExternalClass span, .ExternalClass font, .ExternalClass td, .ExternalClass div {line-height:100%;} img {-ms-interpolation-mode: bicubic;} body, table, td, p, a, li, blockquote {-ms-text-size-adjust:100%; -webkit-text-size-adjust:100%;}@media only screen and (max-width: 480px) { .rtable {width: 100% !important;} .rtable tr {height:auto !important; display: block;} .contenttd {max-width: 100% !important; display: block; width: auto !important;} .contenttd:after {content: ""; display: table; clear: both;} .hiddentds {display: none;} .imgtable, .imgtable table {max-width: 100% !important; height: auto; float: none; margin: 0 auto;} .imgtable.btnset td {display: inline-block;} .imgtable img {width: 100%; height: auto !important;display: block;} table {float: none;} .mobileHide {display: none !important; width: 0 !important; max-height: 0 !important; overflow: hidden !important;} .desktopHide {display: block !important; width: 100% !important; max-height: unset !important; overflow: unset !important;} .noresponsive p {display: table; table-layout: fixed; width: 100%; word-wrap: break-word;}}@media only screen and (min-width: 481px) { .desktopHide {display: none !important; width: 0 !important; max-height: 0 !important; overflow: hidden !important;}} If you can't read this email, please view it online To be removed from our email list, please click here: unsubscribe ------------------------------ End of alt.music.moxy-fruvous digest V14 #11094 ***********************************************