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This 6 page paper examines altering organizational culture. Two recommendations are made and specific examples are included.
Bibliography lists 7 sources.
Page Count:
6 pages (~225 words per page)
File: RT13_SA708cul.rtf
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created. But how might a leader go about altering corporate culture to produce a desired result? First, it is important to explore organizations and organizational culture. It is important to
note the type of organization one is trying to alter. Is this firm part of a larger conglomerate? Has the firm recently merged? These questions are important. Dunn (2004) reports
on the merger between Vanguard Car Rental and ANC Rental Corp. (Dunn, 2004). ANC, a spin off of AutNation is aligned with the Alamo/National Car Rental merger (Dunn, 2004). Why
did the merger not work out so well? Dunn (2004) writes: "At the center of the multiyear struggle were two very different cultures that had never been fully integrated.... "
(p. 59). Mergers have their share of problems, but the example demonstrates just how important corporate culture is. Some organizations have addictive cultures. Diane Fassel talks about what she calls
an addictive organization, suggesting that in some firms, employees are addicted to either work, unhealthy behaviors or chemicals (Yandrick, 1994). Additionally, their co-workers, share this addiction; she calls them
co-dependents (Yandrick, 1994). It is noted that in such unhealthy organizations, "the organization is the source of meaning in the lives of many of its employees" (Yandrick, 1994, p.92). Such
organizations have systemic patterns which encourage denial, dishonesty and crisis behavior (Yandrick, 1994). Everyone is familiar with this negative model. It is a stereotypical model. It is displayed
on television shows such as Greys Anatomy but this is nothing new. When the television show Bewitched was on the air, Darrin worked for an advertising agency and the entire
show centered around the pressures of his job and his ever-present boss Larry Tate. Television of course imitates reality. Today, firms are demanding a lot of time from executives and
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