Organizational Culture & Change
Conglomerate, Inc.
According to the organizational model of the ideal workplace culture, positive workplace cultures are humanistic and encouraging; affiliative; achievement-oriented and self-actualizing. Unfortunately, the workplace culture of Conglomerate, Inc. In practice is oppositional, avoidant, and perfectionistic. This suggests that employees feel that they are not treated as valuable assets by management and that managers avoid rather than embrace input from employees. It also suggests that there is little room for a "safe space" for employees to make mistakes to learn, grow, and generate new and potentially valuable ideas. Rather, employees are being held to rigid and unyielding standards that might not be reflective of reality. Workers feel as if they must stifle their real opinions to fit in.
Positive workplace cultures, in contrast, solicit information from employees and create bonds of affiliation between management and all workers. Humanism means instilling a relationship founded upon mentoring and growth rather than upon competition and fear. Of course, competition is a part of most workplaces but the competition should be against one's self, ideally, rather than at the expense of other employees. If workers are pitted against one another in a negative atmosphere, ultimately this is counter-productive to the aims of the larger organization. Significantly, one of the most significant gaps...
The rating of the organization in this attribute in actual fact.
The organization must move from its current "Theory X" mode of management to a "Theory Y" motivational mode. According to the theoretical overview of Douglas McGregor, "Theory X assumes that employees are naturally unmotivated and dislike working, and this encourages an authoritarian style of management. According to this view, management must actively intervene to get things done," often by using a "carrot and stick" approach ("Theory X and Theory X," 2014). In contrast, "Theory Y expounds a participative style of management that is de-centralized. It assumes that employees are happy to work, are self-motivated and creative, and enjoy working with greater responsibility" ("Theory X and Theory X," 2014). Theory X approaches tend to use incentives like raises, promotions, and sanctions, assuming that workers can only be motivated by tangible assets. There is little solicitation of input from lower-level employees. In contrast, Theory Y approaches offer workers more pleasant working environments and the ability to shape the future of the organization in a positive way. Theory Y assumes that workers want to make a contribution and strives to create the necessary conditions so they can do so. The organization must move closer to a Theory Y method of doing things even if no workplace can ever be said to completely and purely…
