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  • Cirque Ques 2

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    SG HAIDER
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    The document discusses the organizational culture and underlying causes at a company. The culture was strongly shaped by the founding values, with strong communication, ethics and team effectiveness. Managers played a supportive role, prioritizing the needs of artists over customers, and striving to provide a nurturing learning environment through generous benefits and feedback systems. This culture emerged from the leadership qualities that protected creativity and bridged differences.

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    Cirque du soleil

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    The document discusses the organizational culture and underlying causes at a company. The culture was strongly shaped by the founding values, with strong communication, ethics and team effectiveness. Managers played a supportive role, prioritizing the needs of artists over customers, and striving to provide a nurturing learning environment through generous benefits and feedback systems. This culture emerged from the leadership qualities that protected creativity and bridged differences.

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    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    6 views1 page

    Cirque Ques 2

    Uploaded by

    SG HAIDER
    The document discusses the organizational culture and underlying causes at a company. The culture was strongly shaped by the founding values, with strong communication, ethics and team effectiveness. Managers played a supportive role, prioritizing the needs of artists over customers, and striving to provide a nurturing learning environment through generous benefits and feedback systems. This culture emerged from the leadership qualities that protected creativity and bridged differences.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    of 1

    Organisational Culture and Underlying causes

    Culture Causes
    1. Values on which Company was formed were • Leliberte’s leadership quality was based on knowledge
    the strongest. and experience.
    • He and other managers acted like Parents and protected
    the artists.
    2. Strong Communication and Ethics • Bridging cultural and behavioural differences
    3. Increased Team Effectiveness • Artists aligned their thinking process.
    • Being creative centric and not customer centric.
    4. Organisational Norms • Managers tried to provide the best working conditions,
    Food, Transportation, Housing and even regular parties.
    • Provided a learning environment including Language
    Courses.
    5. Role of Managers • They were Open Minded, Patient and loving people,
    handled stress well.
    • Company believed in “Managers serve the Artists.”
    6. Good Feedback System • Internal Corporate Communications; large sum of money
    dedicated to this.
    • Criticisms were invited, if any.

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