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Essay / Research Paper Abstract
A 5 page paper discussing the relationship between organizational behavior and team effectiveness. The paper defines organizational behavior, corporate culture and team effectiveness, and provides examples of two companies (DuPont and Kimberly-Clark) that fully rely on the team structure on a daily basis. Bibliography lists 8 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSorgBehTeam.rtf
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Unformatted sample text from the term paper:
definition of organizational behavior is: "Actions and attitudes of individuals and groups toward one another and towards the organization as a whole, and its effect on the organizations functioning
and performance" (Organizational Behavior, n.d.). It includes senior managements regard for the needs of its "front line" employees; regard for customers and other stakeholders; and the organizations corporate citizenship.
The sweatshop and the sustainability-focused organization seeking to be a good corporate citizen are two very different organizations and represent extremes on the continuum of organizational behavior. Corporate Culture
The culture within the organization both dictates and is formed by the organizations behavior. Among responsible organizations there is an increasing sense
of the need not only to "do things right," but also to "do the right things." A positive organizational culture allows such a sentiment to arise, and then be
acted on as well. 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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