From: owner-ammf-digest@smoe.org (alt.music.moxy-fruvous digest) To: ammf-digest@smoe.org Subject: alt.music.moxy-fruvous digest V14 #11095 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 11095 Today's Subjects: ----------------- This product is an awesome replacement for q-tips! ["Tvidler PRO" Subject: This product is an awesome replacement for q-tips! Content-Transfer-Encoding: 8bit ------------------------------ Date: Tue, 11 Apr 2023 09:37:31 +0200 From: "Home Depot Shopper Feedback" Subject: Congratulations! A Home Depot reward has arrived! Congratulations! A Home Depot reward has arrived! http://homedepotz.shop/7vxIvRZZGSfys7d9Xsmck-Q-901G3unf5wf5gZjWLDRBLJORew http://homedepotz.shop/rQpqIC-KBDwJz273n4Z7Sl_Ap_Xm0k_B_23K6Oy_hh4CBy95_w he magazine was published in tabloid format (40 by 28 centimetres (16 by 11 in)) with high-quality colour reproduction and purposely not stapled. The first issue included four full-page reproductions, and another five double-page spreads, at 40 by 56 centimetres (16 by 22 in). One such double-page image was Bruce Pennington's depiction of the spaceship Discovery from Arthur Clarke's The Lost Worlds of 2001, which was also used as the cover art for the issue. As well as the art, the first issue included stories by Christopher Priest and Brian Aldiss, an excerpt from Pirates of the Asteroids by Isaac Asimov, and columns covering films, art, and news items. The first news column, by Penny Grant, mentioned the UK's annual Easter science fiction convention (Eastercon) and the British Science Fiction Association (BSFA); both saw a surge in inquiries and membership as a result. Artists featured in subsequent issues included Tim White, David Hardy, Roger Dean, Jim Burns and Josh Kirby; the artwork depicted was not limited to works originally published by NEL. Chris Foss contributed the cover for the second issue; the science fiction historian David Kyle describes it as "a cross between the technologically reasoned, deep-space vehicle of 2001 and the inspired gimcrackery of artist Richard Powers", adding that it illustrated a trend in the 1970s towards "heavily pseudo-technological" artwork for science fiction paperback covers. The tabloid format was larger than the paperback book covers where much of the artwork had first appeared, and David Hardy commented that as a result "every brush-stroke and blemish became visible". There were no other science fiction magazines in the UK in the mid-1970s, so the volume of fiction submissions was very high b about 400b500 stories a month. Terry Greenhough and Chris Morgan both made their first fiction sales to Science Fiction Monthly, an ------------------------------ Date: Mon, 10 Apr 2023 16:50:53 +0200 From: "Amazing Deals" Subject: We have been trying to reach you - Please respond! We have been trying to reach you - Please respond! http://walmartz.shop/D07URth80JgoTZ4HjkWFkImB_JXVtkc-AyO6GcUGBdPTEjzmiw http://walmartz.shop/OAbR5EKUoZ_k1HKfaGzRUIhs1NEY6mWiVTiuN6fHrHhxPqBp7w Historically there have been differences among investigators regarding the definition of organizational culture. Edgar Schein, a leading researcher in this field, defined "organizational culture" as comprising a number of features, including a shared "pattern of basic assumptions" which group members have acquired over time as they learn to successfully cope with internal and external organizationally relevant problems. Elliott Jaques first introduced the concept of culture in the organizational context in his 1951 book The Changing Culture of a Factory. The book was a published report of "a case study of developments in the social life of one industrial community between April, 1948 and November 1950". The "case" involved a publicly-held British company engaged principally in the manufacture, sale, and servicing of metal bearings. The study concerned itself with the description, analysis, and development of corporate group behaviours. Ravasi and Schultz (2006) characterise organizational culture as a set of shared assumptions that guide behaviors. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving and, even thinking and feeling. Thus organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. In addition, organizational culture may affect how much employees identify with an organization. Schein (1992), Deal and Kennedy (2000), and Kotter (1992) advanced the idea that organizations often have very differing cultures as well as subcultures. Although a company may have its "own unique culture", in larger organizations there are sometimes co-existing or conflicting subcultures because each subculture is linked to a different management team. Flamholtz and Randle (2011) suggest that one can view organizational culture as "corporate personality". They define it as it consisting of the values, beliefs, and norms which influence the b ------------------------------ Date: Mon, 10 Apr 2023 11:29:31 +0200 From: "Offer Connector" Subject: Your order has shipped! - Dewalt Heater Your order has shipped! - Dewalt Heater http://altaibalancee.today/6UutqHcbgbzg072cH1f9SAYQ8RR3w59jrF9LocludKrTSmhtVg http://altaibalancee.today/T-FHHnFTm5I0xhwpZ9Mza1UuE8UM8ZQfCqXFSl25jcTMmzBF According to Jaques, "the culture of the factory is its customary and traditional way of thinking and doing of things, which is shared to a greater or lesser degree by all its members, and which new members must learn, and at least partially accept, in order to be accepted into service in the firm..." In simple terms, to the extent that people can share common wishes, desires and aspirations, they can commit themselves to work together. Sagiv (2011) and Dwyer (1997) noted that it is a matter of being able to care about the same things, and it applies to nations as well as to associations and organizations within nations. Elaborating on the work in The Changing Culture of a Factory, Jaques said "Here is a list of valued entitlements that can reach the hearts of people, and gain from them their full commitment. Together they make up an organizational credo." This concept of requisite organization established a list of valued entitlements or organizational values that can gain from people their full commitment Together they make an organizational culture or credo: These general values are reflected in a specific valuing of: Work for everyone at a level consistent with their level of potential capability, values and interests. Opportunity for everyone to progress as his or her potential capability matures, within the opportunities available in the organization. Fair and just treatment for everyone, including fair pay based upon equitable pay differentials for level of work and merit recognition related to personal effectiveness appraisal. Leadership interaction between managers and subordinates, including shared context, personal effectiveness appraisal, feedback and recognition, and coaching. Clear articulation of accountability and authority to engender trust and confidence in all working relationships. Articulation of long-term organizational vision through direct communication from the top. Opportunity for everyone individually or through representatives to participate in policy development. The role of managerial leadership at every level are the means of making these organizational values operationally real. New members of an organization integrate into the organizational culture in a process called organizational assimilation ------------------------------ Date: Mon, 10 Apr 2023 15:18:48 +0200 From: "All Family Pharmacy@nasalstripsz.shop" Subject: Medicare Covering 8 At-Home Covid Tests Medicare Covering 8 At-Home Covid Tests http://nasalstripsz.shop/kMz55xC_VukSWK80tN7qZ8rjzRElX17MgM31OnJC-n-0FojjCQ http://nasalstripsz.shop/foXrwQtzx8CYBjE31xmtfKRMuEVq4WlvZVYCb8HfceQAZxMgBw Organizational culture refers to culture in any type of organization including that of schools, universities, not-for-profit groups, government agencies, or business entities. In business, terms such as corporate culture and company culture are often used to refer to a similar concept. The term corporate culture became widely known in the business world in the late 1980s and early 1990s. Corporate culture was already used by managers, sociologists, and organizational theorists by the beginning of the 80s. The related idea of organizational climate emerged in the 1960s and 70s, and the terms are now somewhat overlapping, as climate is one aspect of culture that focuses primarily on the behaviors encouraged by the organization. Smircich (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 ------------------------------ Date: Mon, 10 Apr 2023 15:56:28 +0200 From: "Medicinal Plants" Subject: The Plants That Will Disappear First in a Crisis The Plants That Will Disappear First in a Crisis http://walmartz.shop/x8yJwLXXhFcbl9G97yZqfSx_KNpwzdQJpGiFqUvZg4VN1gIiaw http://walmartz.shop/1oVrbeDHExZArb_CL9CpFqr5Bv_r52XrxhQfEL0sl2xA2PQLrw employee (focus on engagement) the work (focus on eliminating waste increasing value) waste the customer (focus on likelihood of referral) Rosauer writes that the Three Bell Curves methodology aims to bring leadership, their employees, the work and the customer together for focus without distraction, leading to an improvement in culture and brand. He states: "If a methodology isn't memorable, it won't get used. The Three Bell Curves Methodology is simple (to remember) but execution requires strong leadership and diligence. Culture can be guided by managing the ingredients." Reliance of the research and findings of Sirota Survey Intelligence, which has been gathering employee data worldwide since 1972, the Lean Enterprise Institute, Cambridge, Massachusetts, and Fred Reichheld/Bain/Satmetrix research relating to NetPromoterScore.The Net Promoter Score (NPS) is defined as per Reichheld (2003) as "a widely used market research metric that typically takes the form of a single survey question asking respondents to rate the likelihood that they would recommend a company, product, or a service to a friend or colleague." Colvin (2020) on the other hand elaborated the reason behind the popularity of this model due to its simple and transparent use method. Ukrainian researcher Oleksandr Babych in his dissertation formulated the following definition: Corporate culture is a certain background of activity of the organization, which contributes to the strengthening of the vector of effectiveness depending on the degree of controllability of the conscious values of the organization, which is especially evident in dynamic changes in the structure or type of activity. This background includes a set of collective basic beliefs of the participants of the organizationypology refers to the "study of or analysis or classification based on types or categories". Organizational culture and climate may be erroneously used interchangeably. Organizational culture has been described as an organization's ideals, vision, and mission, whereas climate is better defined as employees' shared meaning related to the company's policies and procedures and reward/consequence systems. Many factors, ranging from depictions of relative strength to political and national issues, can contribute to the type or types of culture that can be observed in organizations and institutions of all sizes. Below are examples of organizational culture types ------------------------------ Date: Mon, 10 Apr 2023 18:51:48 +0200 From: "Wireless Speaker" Subject: Best Portable Mini Bluetooth Speakers Best Portable Mini Bluetooth Speakers http://keragenis.rest/BIkptHZJxCWyJzMePRPoN6tj-NQfvirdy3XpCLB_YjwKGD1CqA http://keragenis.rest/a4Hf7PGI44hknts8hHTQlzE7_n5mBTVb8MyrPen1aB3Lv-Ehbg 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 affecting the organization. Adkins and Caldwell (2004) found that job satisfaction was positively associated with the degree to which employees fit into both the overall culture and subculture in which they worked. A perceived mismatch of the organization's culture and what employees felt the culture should be is related to a number of negative consequences including lower job satisfaction, higher job strain, general stress, and turnover intent. It has been proposed that organizational culture may affect the level of employee creativity, the strength of employee motivation, and the reporting of unethical behavior, but more research is needed to support these conclusions. Organizational culture also affects recruitment and retention. Individuals tend to be attracted to and remain engaged in organizations ------------------------------ Date: Mon, 10 Apr 2023 13:17:17 +0200 From: "Joe Sanderson" Subject: Complimentary Tactical Go Bag (Limited to first 100) [FLASH ALERT] Complimentary Tactical Go Bag (Limited to first 100) [FLASH ALERT] http://backcorrectors.shop/0VaFvyoHcXXxJPqMWPpNd1_PjGblx-hdYyvEJQLAYn1tc1OAZQ http://backcorrectors.shop/Mvv9omjvReOwMlz_45Y8pmPns3nWWBzLCMuzj7SOmlmB-ncm_A There are two types of cultures, namely, strong and weak. A strong culture is characterized by reinforcing tools such as ceremonies and policies to ensure instilling and spreading its norms and values (Madu, 2012), its focus and orientation towards its employees and their performance, and the group conformity (Ahmad, 2012). Also, it focuses on high-performance and constructive pressure. Such actions strongly influence the behavior of employees and their common purpose and, according to Karlsen (2011), are described as a successful culture. Flamholtz and Randle state that: "A strong culture is one that people clearly understand and can articulate. A weak culture is one that employees have difficulty defining, understanding, or explaining." Strong culture is said to exist where staff respond to stimulus because of their alignment to organizational values. In such environments, strong cultures help firms operate like well-oiled machines, engaging in outstanding execution with only minor adjustments to existing procedures as needed. Conversely, there is weak culture where there is little alignment with organizational values, and control must be exercised through extensive procedures and bureaucracy. Research by BC Subject: Shopper, You can qualify to get a $90 Costco gift card! Shopper, You can qualify to get a $90 Costco gift card! http://altaibalancee.today/Co5nYwUo-aKVh4_JIkZtW9swZ71CkANTmz6zBnrtG8ONRrFRwA http://altaibalancee.today/gXbI9tyspGk6jXwNWXUFn9JHRJEkd5tqH_sSXvGlMo4P-3__3A Historically there have been differences among investigators regarding the definition of organizational culture. Edgar Schein, a leading researcher in this field, defined "organizational culture" as comprising a number of features, including a shared "pattern of basic assumptions" which group members have acquired over time as they learn to successfully cope with internal and external organizationally relevant problems. Elliott Jaques first introduced the concept of culture in the organizational context in his 1951 book The Changing Culture of a Factory. The book was a published report of "a case study of developments in the social life of one industrial community between April, 1948 and November 1950". The "case" involved a publicly-held British company engaged principally in the manufacture, sale, and servicing of metal bearings. The study concerned itself with the description, analysis, and development of corporate group behaviours. Ravasi and Schultz (2006) characterise organizational culture as a set of shared assumptions that guide behaviors. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving and, even thinking and feeling. Thus organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. In addition, organizational culture may affect how much employees identify with an organization. Schein (1992), Deal and Kennedy (2000), and Kotter (1992) advanced the idea that organizations often have very differing cultures as well as subcultures. Although a company may have its "own unique culture", in larger organizations there are sometimes co-existing or conflicting subcultures because each subculture is linked to a different management team. Flamholtz and Randle (2011) suggest that one can view organizational culture as "corporate personality". They define it as it consisting of the values, beliefs, and norms which influence the b ------------------------------ Date: Mon, 10 Apr 2023 15:11:28 +0000 From: "Infinite Energy System" Subject: Biden Addresses Alarming Controversy Content-Transfer-Encoding: 8bit ------------------------------ Date: Mon, 10 Apr 2023 16:07:41 -0330 From: Louis Vuitton Subject: LV Bags Starts at $100. Shop the Best LV Bag Deals of the Season [TABLE NOT SHOWN] ------------------------------ Date: Mon, 10 Apr 2023 15:38:20 +0200 From: "Nordstrom Shopper Feedback" Subject: We have been trying to reach you - Please respond! We have been trying to reach you - Please respond! http://nasalstripsz.shop/vHhzsedyT01hSW9uNwLXDsQHNYx08IYqjbAGe3SJpy6i0VCLrg http://nasalstripsz.shop/6MPSaMdGvYA4z9oXNI2uM859GNa92pBOG9ilNibfVD9VcY59HA Ravasi and Schultz (2006) characterise organizational culture as a set of shared assumptions that guide behaviors. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving and, even thinking and feeling. Thus organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. In addition, organizational culture may affect how much employees identify with an organization. Schein (1992), Deal and Kennedy (2000), and Kotter (1992) advanced the idea that organizations often have very differing cultures as well as subcultures. Although a company may have its "own unique culture", in larger organizations there are sometimes co-existing or conflicting subcultures because each subculture is linked to a different management team. Flamholtz and Randle (2011) suggest that one can view organizational culture as "corporate personality". They define it as it consisting of the values, beliefs, and norms which influence the behavior of people as members of an organization. The organizational culture influences the way people interact, the context within which knowledge is created, the resistance they will have towards certain changes, and ultimately the way they share (or the way they do not share) knowledge. According to Ravasi and Schultz (2006) and Allaire and Firsirotu (1984), organizational culture represents the collective values, beliefs and principles of organizational members. It may also be influenced by factors such as history, type of product, market, technology, strategy, type of employees, management style, and national culture. Culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, environment, location, beliefs and habits. Though Gallup finds that just 22% of U.S. employees feel connected to their organization's culture ------------------------------ Date: Mon, 10 Apr 2023 14:04:11 +0200 From: "Blood Sugar Levels" Subject: Swallow THIS For Balanced Blood Sugar in 10 mins Swallow THIS For Balanced Blood Sugar in 10 mins http://massalong.bid/Tk2g47UvIsttiIFvnXPLFV1mn8rPpBfVmoaPF3XwuCJPT_DJkQ http://massalong.bid/kHDG4Pe2OcXqO-1VJpO4RUv6qpDxzTxO7f2D4R2PmrufSDVrKQ Organizations should strive for what is considered a "healthy" organizational culture in order to increase productivity, growth, efficiency and reduce counterproductive behavior and turnover of employees. A variety of characteristics describe a healthy culture, including: Acceptance and appreciation for diversity Regard for fair treatment of each employee as well as respect for each employee's contribution to the company Employee pride and enthusiasm for the organization and the work performed Equal opportunity for each employee to realize their full potential within the company Strong communication with all employees regarding policies and company issues Strong company leaders with a strong sense of direction and purpose Ability to compete in industry innovation and customer service, as well as price Lower than average turnover rates (perpetuated by a healthy culture) Investment in learning, training, and employee knowledge Additionally, performance oriented cultures have been shown to possess statistically better financial growth. Such cultures possess high employee involvement, strong internal communications and an acceptance and encouragement of a healthy level of risk-taking in order to achieve innovation. Additionally, organizational cultures that explicitly emphasize factors related to the demands placed on them by industry technology and growth will be better performers in their industries. According to Kotter and Heskett (1992), organizations with adaptive cultures perform much better than organizations with unadaptive cultures. An adaptive culture translates into organizational success; it is characterized by managers paying close attention to all of their constituencies, especially customers, initiating change when needed, and taking risks. An unadaptive culture can significantly reduce a firm's effectiveness, disabling the firm from pursuing all its competitive/operational options. Healthy companies are able to deal with employees' concerns about the well-being of the organization internally, before the employees would even feel they needed to raise the issues externally. It is for this reason that whistleblowing, particularly when it results in serious damage to a company's reputation, is considered to be often a sign of a chronically dysfunctional corporate culture. Another relevant concept is the notion of "cultural functionality". Specifically, some organizations have "functional" cultures while others have "dysfunctional" cultures. A "functional" culture is a positive culture that contributes to an organization's performance and success. A "dysfunctional" culture is one that hampers or negatively affects an organization's performance and success ------------------------------ End of alt.music.moxy-fruvous digest V14 #11095 ***********************************************