Organizational culture and strategic management: issues in the management ofstrategic change

Article Abstract:

Organizational culture, which is the sum of the norms, values and premises shared by the members of an organization, accounts for the development of a homogenous organization. Channels of communication within the organization are developed once an organization becomes homogenous. Organizational culture and its foundations can be analyzed using a framework that makes use of six elements. These elements include the critical decisions of founding members, guiding ideas, social structure, norms, values and premises, remembered historyand institutional arrangements within the organization.

Organizational change

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Strategic marketing: evolution, integration and managerial implications

Article Abstract:

Strategic marketing was originally meant to determine consumer behavior and companies design marketing programs based on their observation of consumers. However, the uncertainty of the global economic condition and stiff competition have given new definition to the concept. At present, strategic marketing means concentrating on particular business goals and waiting for the proper moment for the introduction of new programs. This is very much different from the conventional technique of conducting market analysis before specific business objectives are carried out.

Marketing management

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Retiring from work: the paradoxical impact of organizational commitment

Article Abstract:

Corporate cultures which foster strong organizational commitment, while they may foster high productivity and high morale during employment tenure, may make disengagement from work life and retirement a more difficult adjustment. Socialization of the pre-retiree might make this transition easier. A reverse socialization process might be useful, as this would gradually decrease workers' job involvement while keeping their identification with the corporation.

Psychological aspects, Retirement planning

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