Lecture notes on cloud computing IV b. Tech-1 st semester prepared by
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| Culture: Corporate culture is a reflection of organizational (management and employees) values and belief. Edgar Schein, one of the most prominent theorists of organizational culture, gave the following very general definition The culture of a group can now be defined as A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems. 96 Elements of organizational culture may include ● Stated values and belief ● Expectations for member behavior ● Customs and rituals ● Stories and myths about the history of the organization ● Norms—the feelings evoked by the way members interact with each other, with outsiders, and with their environment ● Metaphors and symbols—found embodied in other cultural elements ● Rewards and Management System This management system focuses on how employees are trained to ensure that they have the right skills and tools to do the job right. It identifies how to measure employee job performance and how the company compensates them based on their performance. Reward is the most important ingredient that shapes employees value and beliefs. ● Organization and Structures: How the organization is structured is largely influenced by what the jobs are and how the jobs are performed. The design of the business processes govern what the jobs are, and when and where they get done. Business processes need to align with organizational vision, mission, and strategies in order to create customer and shareholder values. Therefore, all the components of the CROPS framework are interrelated. ● Process Thomas Davenport defined a business processor business method as a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) fora particular customer or customers. ● hammer and Champy‘s definition can be considered as a subset of Davenports. They define a process as a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer Processes Organization and Structures Skills and Competencies Rewards and Management Systems Culture |