netrashetty
Netra Shetty
Schoep's Ice Cream is an ice cream manufacturing company based in Madison, Wisconsin.[1
CEO
Norbert Obry
Chairman of the Board
Heiner Diechtierow
Vice Chairman of the Board
Michael Lange
Director
Georg Nikel
Director
Jens Elsner
Director
Reiner Dezember
Director
Juergen Wagner
Having a good and functional organizational structure is one thing that every business desires to achieve. It is with that cause that those who are pursuing degrees in organizational development have become very competitive and chances of their selection by best companies are really bright. It's obvious that there is no business that doesn't want to grow and to achieve that a culture and structure of the organization must be well and highly maintained. This is where MBA in organizational culture comes in.
Effective coordination of the strengths and weaknesses between the company and the employees makes that company grow. Ensuring that knowledgeable employees are in place, where they can perform best, also gives the company maximum production and performance. And with this reason, most managers are now looking for people who have the skills in doing so, and if that's not the case, they themselves are opting to do an MBA in organizational development. This has proved to give best results in company's management and performance over time.
The program has been designed to give present managers and the candidates who want to pursue management as their career course, a strong approach in the implementation of changes and also making systems and businesses work more effectively through design and organizational development. Emphasizing on the program is always placed on efficient and effective production and management systems while at the same time ensuring a productive and healthy environment to all those who are concerned.
Constructive Cultures
Constructive cultures offer employees a positive environment, which supports achievement, close affiliations, and respect for diversity. This nurturing effect encourages employees to fully participate, to share responsibility, and to inspire creativity. Constructive behavior supports strong organizational cultures. Employee involvement, when supported by management, encourages and inspires individual employees to share corporate goals.
Defensive Cultures
Unlike the constructive culture, both defensive cultures have negative consequences. In a passive/defensive culture workers seek to protect their status within the company. Workers avoid challenges because potential failure bears unacceptable risk to individual status. Greater dependence on maintaining the status quo stifles innovation. In the aggressive/defensive culture, excessive forcefulness can lead to conflict among staff members and with outside parties. Relationships are oppositional and employees seek to acquire and retain power rather than to work together to achieve shared goals.
Communication and Management Functions
A significant part of a manager’s job requires good interpersonal skills to build working relationships within the organization. Human skills include the ability to communicate and empathize with other people. If a manager can understand the motivation of subordinates, he or she can engage in persuasive conversation, moderate disputes, and resolve conflicts. Using effective communication is part of the leadership function of management and can be used to organize and coordinate the actions of individuals into an efficient group effort.
CEO
Norbert Obry
Chairman of the Board
Heiner Diechtierow
Vice Chairman of the Board
Michael Lange
Director
Georg Nikel
Director
Jens Elsner
Director
Reiner Dezember
Director
Juergen Wagner
Having a good and functional organizational structure is one thing that every business desires to achieve. It is with that cause that those who are pursuing degrees in organizational development have become very competitive and chances of their selection by best companies are really bright. It's obvious that there is no business that doesn't want to grow and to achieve that a culture and structure of the organization must be well and highly maintained. This is where MBA in organizational culture comes in.
Effective coordination of the strengths and weaknesses between the company and the employees makes that company grow. Ensuring that knowledgeable employees are in place, where they can perform best, also gives the company maximum production and performance. And with this reason, most managers are now looking for people who have the skills in doing so, and if that's not the case, they themselves are opting to do an MBA in organizational development. This has proved to give best results in company's management and performance over time.
The program has been designed to give present managers and the candidates who want to pursue management as their career course, a strong approach in the implementation of changes and also making systems and businesses work more effectively through design and organizational development. Emphasizing on the program is always placed on efficient and effective production and management systems while at the same time ensuring a productive and healthy environment to all those who are concerned.
Constructive Cultures
Constructive cultures offer employees a positive environment, which supports achievement, close affiliations, and respect for diversity. This nurturing effect encourages employees to fully participate, to share responsibility, and to inspire creativity. Constructive behavior supports strong organizational cultures. Employee involvement, when supported by management, encourages and inspires individual employees to share corporate goals.
Defensive Cultures
Unlike the constructive culture, both defensive cultures have negative consequences. In a passive/defensive culture workers seek to protect their status within the company. Workers avoid challenges because potential failure bears unacceptable risk to individual status. Greater dependence on maintaining the status quo stifles innovation. In the aggressive/defensive culture, excessive forcefulness can lead to conflict among staff members and with outside parties. Relationships are oppositional and employees seek to acquire and retain power rather than to work together to achieve shared goals.
Communication and Management Functions
A significant part of a manager’s job requires good interpersonal skills to build working relationships within the organization. Human skills include the ability to communicate and empathize with other people. If a manager can understand the motivation of subordinates, he or she can engage in persuasive conversation, moderate disputes, and resolve conflicts. Using effective communication is part of the leadership function of management and can be used to organize and coordinate the actions of individuals into an efficient group effort.
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