Organizational Behavior Terminology
Organizational Culture and Behavior: Author Edgar H. Schein, professor of management at the Sloan School of Management, MIT, believes that organizational culture has in the recent past embraced themes from a number of disciplines, including sociology, social psychology, anthropology and cognitive psychology as well. And although all of these fields of study feed into today's concept of organizational culture, Schein asserts that organizational culture "has become a field of its own" (Schein, 2010, p. ix). In order to stay focused on the evolving field of organizational culture -- without feeling "overwhelmed" by the "mass of research" that has been "spawned" in the field -- is a challenge the author is up against (and no doubt he's not alone). Schein nevertheless believes the way to stay zeroed in on "organizational culture" is to assert: a) leaders "as entrepreneurs" are "the main architects of culture"; b) once cultures have formed -- and established behaviors in response to the values and strategies -- in a workplace environment "…they influence what kind of leadership is possible"; and c) when and if elements and behaviors of the workplace culture "become dysfunctional, leadership can and must do something to speed up cultural change" (p. xi).
Schein explains that there are three levels of culture: a) artifacts (all the phenomena that is seen, heard, and felt when a new culture is encountered; the "visible products of the group…its language…clothing…emotional displays"; b) espoused beliefs and values (the ideals, goals, values, ideologies and aspirations); and c) "basic underlying assumptions" ("unconscious,...
Organizational Behavior Terminology and Concepts Organizational Culture An organization's cultural composition encompasses a wide array of structural variables, all of which comprise the ultimate operational atmosphere of the company. Productive capacities and efficiency levels are almost always determined by the effectiveness and receptiveness of an organization's culture. The culture within an organization is also a key determinant of why and how leadership bodies will integrate strategic decisions. Depending of the various specificities
E. The staff can be all Chinese at a Chinese restaurant in Chinatown). A diverse workforce brings many benefits, such as innovative thought and the absence of discrimination lawsuits. In the restaurant business, diversity should ideally reflect the environment. Kitchen staff should be multi-gender if not multi-ethnic. The front of house does not necessarily have to reflect the clientele (particularly with regards to age) but should roughly reflect the demographic of
As mentioned above, communication issues are frequent in this company in the case of top-down communication. This is probably because managers do not appreciate the importance of communication, or they prefer not to include their subordinates in the decision making process. The availability of top managers for their subordinates is another issue that must be modified in order to develop a fair organizational culture. The Glaser test has also revealed some
Resolving Organizational Culture Issues Situational Overview and Background of the Issues The organisation consists of 43 employees managed by a management team of 3 males in their middle 60s: a Director, General Manager, and National Sales Manager. The average age of the employees is 30, and only 3 of the employees are female. The 3 managers all adhere to very outdated authoritarian management styles and communication patterns, routinely resorting to verbal abuse
Team building, group dynamics, talent management, leadership development, and any number of other functional areas are much more about clarity, focus, aligning expectations, and defining roles than creating equality" (Myatt, 2012). In the last twenty years, organizations have come to the realization that the better their employees are at working together, the more successful their organizations will be. Reductions in budgets in the public sector mean that there is an
Communication Communication in the organizations cover all the means and modes, be they formal or informal, by which information finds its ways down, up or even across the organizational network of employees and the management in a given business setting. These modes of communication may contain important information for instance between employees and the managers, to more trivial issues like passing rumors or hearsay from one employee to another as noted
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