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Essay / Research Paper Abstract
A 5 page paper that responds to several questions. What is organizational culture? How the culture affects employees and managers? Ways organizational cultures can change and why? How can organizational culture be deliberately changed? And comments about the organization as a culture. Examples are included.
Page Count:
5 pages (~225 words per page)
File: MM12_PGogcl9.rtf
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Unformatted sample text from the term paper:
that is more easily sensed than seen. Edgar Shein, who has done a great deal of study in this concept explained it is "a pattern of shared basic assumptions that
the group learned" (SOI, 2005). Shein also said that organizations develop cultures "to help it cope with its environment" (National Defense University, n.d.). Something, a policy, an act, a belief
becomes part of an organizations culture because it has worked to solve a problem or it has worked to increase productivity, etc. The culture is established over time but it
is embedded in how things get done and how people think. There is no single definition for what an organizational culture is but authors have suggested that it is a
set of common understandings, it is a system of knowledge and standards, it is a set of meanings, it is assumptions that are learned as a result of experiences (National
Defense University, n.d.). Schein also stated that there are three levels in the culture: behavior and artifacts, values, and assumptions and beliefs (National Defense University, n.d.). In short, its what
makes the organization work. Since the organizational culture relates more to hows and whys more than whats and since it relates to things that cannot always be seen, what might
not be part of the culture could be the buildings. However, the facilities play a strong role in how things get done. 2. How organizational culture affects workers
and managers Since organizational culture is about how things get done, values and beliefs as well as assumptions and codes of behavior, it affects everything about working in that organization.
As Monk (2000) points out, the culture "controls managers through the automatic filters that bias managers perceptions, thoughts and feelings" (p. 72). If managers believe in and have practiced authoritarian
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