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= = =An Analysis of Saudi Arabian and U.S. Managerial Coaching Behaviors =
 * D. M. Noer, R. C. Leupold & M. Valle **

 Have you ever wondered why couching behaviors don't seem to produce the same results with Saudi Arabians as they do with Americans? Could it be that Saudi Arabians have underlying cultural values that don't necessarily align with American cultural values? The authors state effective coaching behaviors that facilitate deeper and more-authentic cross-cultural communications.

 To read more about how you can facilitate deeper communication with your Saudi Arabian constituents please click here. = = = = = = =On changing organizational culture by injecting new ideologies: The power of stories.=
 * Wines, w. A., & III, Hamilton, J. B**

This article discussed the current troubles corporate businesses have with ethics and legal matters concerning the business's ethical violations. The authors suggested a culture change of the organizations in promoting business and ethics through changing the organizations ideology as a whole.

To read the full article please click here.

= = =Leadership and Organizational Culture: Linking CEO Characteristics to Culture Values=
 * Tomas R. Giberson, Christian J. Resick, Marcus W. Dickson, Jacqueline K. Mitchelson, Kenneth R. Randall, & Malissa A. Clark**

It may be important to consider the fit between personality and chief executive officers (CEO’s) and the culture of the organization in which they work or desire to work. Research has indicated that several personal values were related to cultural values. For one, CEO agreeableness and emotional stability have important linkages with cultural values. In addition, the article states a number of other links between personal and cultural values. Find out what those links are by reading this publication.

To read the full article please click here.

=Transformational Leadership and Organizational Culture: The Situational Strength Perspective=
 * S.A. Masood, S. S. Dani, N. D. Burns, & C. J. Backhouse**

This paper provides a new leadership alignment model incorporating various concepts focusing on leadership styles, organizational leadership, and situational strength. These concepts are brought together to introduce a leadership model, which looks not only at individual leadership and the effect of that on the organization but also at an organization as a system and how leadership behavior and culture in individual departments or sections in an organization can be explained. Based on the work of Podsakoff et al., a 23-item measure of transformational leadership questionnaire was employed to evaluate transformational leaders. 339 followers from five manufacturing companies were asked to complete the questionnaire about their leaders and it was analyzed to identify transformational leaders. The 76 manufacturing leaders then completed the organizational culture assessment instrument and a situational strength questionnaire, which was used to study the hypothesis.

To read the full article please click here.

=Individual Change as a Key to Culture Change=
 * A. Avigdor, A. Chen, & J. Konkin**

Changing an organization's culture not only involves managers and departments but also must involve teams of individuals and sole contributors. This presentation provides some important information about how to best move the organization forward when changing the culture. To view this PowerPoint presentation on the traps in diagnosing organizations please click here ].

=Attitudes, Values and Organizational Culture: Disentangling the Concepts=
 * G. Hofstede**

Values and attitudes are not necessarily linked to organizational culture change. In this Danish and Dutch company study, employee values and attitudes were shown to be clearly distinct, and attitude change can occur without necessarily a culture change.

Click here to learn more.

Cultural Values and Management Ethics: A 10-nation Study

 * T. Jackson**

This study focuses on ethical “Grey areas,” day to day decision making, and organizations all across the globe. Among the nations studies were: China, Hong Kong, India, Spain, Germany, Switzerland, France, Britain, USA and Australia. Ethical attitudes differ among national groups, however, how much and when do they differ is answered in this article.

To read the full article please click here.



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