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Essay / Research Paper Abstract
A 4 page paper discussing some of the contributors to job satisfaction in terms of organizational behavior. Ethical decision making can greatly improve when individuals have time to think, and "pulling the plug" on technological assistants can provide a measure of that time. Culture that matches in practice what it claims in rhetoric and enabling (and expecting) employees to act ethically all positively contribute to increased job satisfaction. Bibliography lists 6 sources.
Page Count:
4 pages (~225 words per page)
File: CC6_KSmgmtOrgBehv.rtf
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Unformatted sample text from the term paper:
FMC Averdeen; paper addresses organizational analysis in general terms. Introduction The wrenching changes that all of business entered into as the Japanese began
changing everyones approach did not affect only business processes. The practical side of "how" was the focus for many years and necessarily remains so, but the more esoteric aspects
of corporate function have been attracting increasing levels of attention. Business has been called to a higher plane, evidenced by the increasing numbers of businesses issuing annual responsibility reports
and taking active roles in social responsibility. There is an increasing sense of the need not only to "do things right," but also
to "do the right things." Two areas affected by this perspective in the increased attention to ethical decision making and acknowledgement of work-related stress, both of which can enhance
job satisfaction. Assessing Culture Edgar Schein (1999) holds that corporate culture can be reduced to and defined by three categories of items:
artifacts, espoused values and basic underlying assumptions. Artifacts are visible organizational structures. Espoused values are the organizations stated strategies, goals and philosophies. Basic underlying assumptions include the
organizations unconscious beliefs, perceptions, thoughts and feelings. Changing culture cannot be done by edict, but establishing the atmosphere in which a strong,
positive culture can take root and grow lies directly in the realm of management. Management has the ability to alter Scheins (1999) artifacts and espoused values portions of the
model of corporate culture, which in time will lead to change in the third section of the model. The best case scenario, the
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