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Essay / Research Paper Abstract
This 17 page paper uses various models of culture and change to examine the operations of Bechtel Corporation, these models may be applied to other companies. Models used include Schien's model of organisational Culture, Hofstede's cultural dimensions, the Ouchi approach: theory Z, the Deal and Kennedy approach, Goffe and Jones contingency framework, Charles Handy's model on culture, Burnes and Stalker: mechanistic and organismic organisation, Rousseau's model on culture, Nadler and Tushman model on change, Kurt Lewin's model of change, McKinseys - 7S's framework, Weisbord's Six Box organisational model, W. Bridges model, Kubler-Ross model, Longaker Model and Galbraith Model. The bibliography cites 18 sources.
Page Count:
17 pages (~225 words per page)
File: TS14_TEculchange.rtf
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Unformatted sample text from the term paper:
privately owned, with headquarters in the US based in San Francisco, but in addition to this there are a further forty offices in different countries and employees a total of
40,000 employees. The turnover of the company was in excess of $16.3 billion in 2003 and with a range of projects from the allaying of pipelines, telecommunications work, road and
rail construction, building and development of air and sea ports, building fossil fuel plants, refineries and petrochemical facilities and undertaking environment clean up project, the company has managed to win
the placement as the USs number one contractor for six years in a row. This is a very successful organisation and by examining its culture and the way change is
approached we can appreciate this success (Bechtel, 2005). Culture It may be argued that Bechtel has a very positive culture. Culture is
a very subjective and intangible aspect of human interaction and social structure, for Bechtel this is an international organisational culture, but as we will see the culture tends to be
nationalistic. Culture reflects the way in which society operates on an interpersonal level and as such it an intangible which can be difficult to isolate. Just as when travelling the
world cultural differences can be seen between the diverse countries characteristics the same is true of companies and organisations. The culture will embody the aspects such as morals, ethics and
the use of tools such as empowerment (Veiga, 1993). This will be reflected in the way they are instigated and can often be seen as a reflection of the values
and working methods of the senior management. Cultural changes, when required, must always emanate from the top. The importance placed on culture also varies, some seeing it as a necessary
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