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Essay / Research Paper Abstract
This 10 page paper provides an overview of organizational behavior, the impacts on organizational culture, and what these two things have to do with the ability to maintain organizational security. Bibliography lists 10 sources.
Page Count:
10 pages (~225 words per page)
File: MH11_MHOrBeIt.rtf
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Unformatted sample text from the term paper:
how their basic systems are designed, how communication is passed along, and the way in which security protocols are implemented, changed and maintained. In each of these cases, variations
in organizational culture can have a distinct impact, and this is evidenced by the correlation between specific elements of organizational culture and the measures in place to maintain things like
internal and external security. For example, a small company of 15 employees in the furniture business may implement simple security measures, which may include protocols for securing the building, systems
for maintaining the security of information between clients and employees, and the use of password systems to secure any information on computers within the building. In contrast, a large
multi-national corporation, through the nature of their organizational culture, may have to put into place protocols for security that are much more complex, and incorporate a number of different corporate
leaders. In each of these cases, there is a distinct way in which organizational culture impacts the nature of security in the company and the specific security measures
that are put into place for the employees to follow. The question, then, of the impact of organizational culture on the nature of a companys security will be outlined
through the use of information in the current literature and a view of variations in organizational culture that will demonstrate the connection. Organizational Behavior As the industrial
and corporate world grows increasingly more complex, management struggles to find and support highly motivated employees, necessary to meet development, production and customer needs (Maccoby, 1991). Managers are often
held accountable for rooting out quality problems, improving systems and departmental outcomes, and encouraging workers to do a better job (Maccoby, 1991). The focus of the emerging corporate culture
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