COURSE INTRODUCTION AND APPLICATION INFORMATION


Course Name
Corporate Culture
Code
Semester
Theory
(hour/week)
Application/Lab
(hour/week)
Local Credits
ECTS
PRA 415
Fall/Spring
3
0
3
6
Prerequisites
None
Course Language
English
Course Type
Elective
Course Level
First Cycle
Course Coordinator -
Course Lecturer(s)
Assistant(s) -
Course Objectives To explain what the role of corporate culture is within an organization, how and why culture changes and defines an organization's culture.
Learning Outcomes The students who succeeded in this course;
  • will be able to explain fundamental concepts related to corporate culture.
  • will be able to classify corporate cultures.
  • will be able to explain elements that form corporate culture.
  • will be able to define principles that has to be considered while managing and changing corporate culture.
  • will be able to comment on the interactions between corporate identity, corporate image, corporate reputation and corporate culture.
Course Content This course will be dealing with corporate culture and corporate culture management in detail. Discussions on factors that affect corporate culture and different corporate culture examples will be made.

ACADEMIC CAUTION

Academic honesty: Plagiarism, copying, cheating, purchasing essays/projects, presenting some one else’s work as your own and all sorts of literary theft is considered academic dishonesty. Under the rubric of İzmir University of Economics Faculty of Communication, all forms of academic dishonesty are considered as crime and end in disciplinary interrogation. According to YÖK’s Student Discipline Regulation, the consequence of cheating or attempting to cheat is 6 to 12 months expulsion. Having been done intentionally or accidentally does not change the punitive consequences of academic dishonesty. Academic honesty is each student’s own responsibility.
Plagiarism is the most common form of academic dishonesty. According to the MerriamWebster Online Dictionary, to plagiarize means to steal and pass off (the ideas or words of another) as one's own. The easiest and most effective way to prevent plagiarism is to give reference when using someone else’s ideas, and to use quotation marks when using someone else’s exact words.

A detailed informative guideline regarding plagiarism can be found at
http://iletisim.ieu.edu.tr/ai.

 



Course Category

Core Courses
Major Area Courses
Supportive Courses
Media and Managment Skills Courses
Transferable Skill Courses

 

WEEKLY SUBJECTS AND RELATED PREPARATION STUDIES

Week Subjects Related Preparation
1 Introduction: What is Corporate Culture?
2 Management Theories Richard L. Daft, Management, (Thomson SouthWestern, 2003): 3670.
3 Positioning Corporate Culture Joann Keyton, Communication and Organizational Culture: A Key to Understanding Work Experiences, (Sage Publications, 2005): 134.
4 Corporate Culture Elements Joann Keyton, Communication and Organizational Culture: A Key to Understanding Work Experiences, (Sage Publications, 2005): 3576.
5 Culture in Corporations: Two Case Studies Edgar H. Schein, Organizational Culture and Leadership, (JosseyBass, 2004): 3962.
6 Midterm
7 Perspectives for Understanding Corporate Culture I Joann Keyton, Communication and Organizational Culture: A Key to Understanding Work Experiences, (Sage Publications, 2005): 77122.
8 Perspectives for Understanding Corporate Culture II Joann Keyton, Communication and Organizational Culture: A Key to Understanding Work Experiences, (Sage Publications, 2005): 77122.
9 Culture Typologies Edgar H. Schein, Organizational Culture and Leadership, (JosseyBass, 2004): 189202.
10 Culture Typologies Edgar H. Schein, Organizational Culture and Leadership, (JosseyBass, 2004): 189202.
11 Corporate Culture Management Joann Keyton, Communication and Organizational Culture: A Key to Understanding Work Experiences, (Sage Publications, 2005): 123162.
12 Development, Management and Alteration of Corporate Culture Joann Keyton, Communication and Organizational Culture: A Key to Understanding Work Experiences, (Sage Publications, 2005): 123162.
13 The Role of Leadership in Building, Positioning and Advancing Corporate Culture Edgar H. Schein, Organizational Culture and Leadership, (JosseyBass, 2004): 223364.
14 Corporate Culture Shift Example Edgar H. Schein, Organizational Culture and Leadership, (JosseyBass, 2004): 365392.
15 Corporate Culture Shift Example Edgar H. Schein, Organizational Culture and Leadership, (JosseyBass, 2004): 365392.
16 General Evaluation
Course Textbooks Book chapters and powerpoint presentations in the table above.
References Andrew Brown, Organisational Culture, (Pitman, 1998).Terrence Deal, Allan Kennedy, The New Corporate Cultures: Revitalizing The Workplace After Downsizing, Mergers and Reengineering, (Texere, 2000).Kim S. Cameron, Robert E. Quinn, Diagnosing and Changing Organizational Culture: Based On The Competing Values Framework, (AddisonWesley, 1999).

 

EVALUATION SYSTEM

Semester Requirements Number Percentage
Participation
1
10
Laboratory / Application
Field Work
Quizzes / Studio Critiques
Homework / Assignments
1
25
Presentation / Jury
Project
Seminar / Workshop
Midterms / Oral Exams
1
25
Final / Oral Exam
1
40
Total

Contribution of Semester Work to Final Grade
60
Contribution of Final Work to Final Grade
40
Total

ECTS / WORKLOAD TABLE

Activities Number Duration (Hours) Workload
Course Hours
Including exam week: 16 x total hours
16
3
48
Laboratory / Application Hours
Including exam week: 16 x total hours
16
Study Hours Out of Class
Field Work
Quizzes / Studio Critiques
Homework / Assignments
1
27
Presentation / Jury
Project
Seminar / Workshop
Midterms / Oral Exams
1
25
Final / Oral Exam
1
40
    Total
140

 

COURSE LEARNING OUTCOMES AND PROGRAM QUALIFICATIONS RELATIONSHIP

#
Program Qualifications / Outcomes
* Level of Contribution
1
2
3
4
5

*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest