By providing a brief and non-authoritative analysis of the physical and cultural relations between rural (forest) and urban areas in the Amazon, we identify several points for improvement, such as economic incentives to encourage healthcare professionals to serve the countryside, implementing peri-urban agricultural belts to improve urban food security, increasing access to urban green spaces, and investing in innovation around the “smart cities, smart forests” concept. Perhaps most importantly, this would include mobilizing human, financial, and institutional resources to restore cultural, spiritual, and affective bonds between urban and forest inhabitants.
By providing a brief and non-authoritative analysis of the physical and cultural relations between rural (forest) and urban areas in the Amazon, we identify several points for improvement, such as economic incentives to encourage healthcare professionals to serve the countryside, implementing peri-urban agricultural belts to improve urban food security, increasing access to urban green spaces, and investing in innovation around the “smart cities, smart forests” concept. Perhaps most importantly, this would include mobilizing human, financial, and institutional resources to restore cultural, spiritual, and affective bonds between urban and forest inhabitants.
Corporate culture often called organizational culture can be defined as the attitudes, objectives, practices and shared values that characterize an organization. It is who a company is and plays a huge role in the overall satisfaction of the employees.According to Eldridge and Crombie: "The culture of an organization refers to the unique configuration of norms, values, beliefs, ways of behaving and so on that characterize the manner in which groups and individuals combine to get things done. The distinctiveness of a particular organization is intimately bound up with its history and the character-building effects of past decisions and past leaders. It is manifested in the folkways, mores, and the ideology to which members defer, as well as in the strategic choices made by the organization as a whole" [1, p. 26-38].A typical misconception is that core values, benefits, employee perks and the likes are the foundation for a solid corporate culture. In actuality, core values should guide corporate culture but however in no way, shape or form should it become an exhaustive effort, and benefit packages ought to be the result of purposeful work to establish a charming office climate.It is important to know that there is no such thing as a cultureless organization. A company that appears to be cultureless is actually a company with a 'weak' or illdefined culture.An investigation was carried out by Cameron S. Kim and Robert E. Quinn of the University of Michigan at Ann Arbor (Go Blue) on the qualities that make businesses effective. They came up with a list of 39 attributes and from there, the researchers identified two key opposite characteristics: (1) internal focus and integration versus external focus and differentiation, and (2) flexibility and discretion vs. stability and control [2]. Their 4 types of corporate culture appear to have influenced a large number of variations and widely accepted. They include Type 1 -Clan Culture: Its
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