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Essay / Research Paper Abstract
A 10 page paper that begins by explaining what organization culture is, how it is defined and described. Handy and Harrison's typology of corporate culture is outlined and explained. How the organizational culture effects the change process is discussed. Finally, implications for leaders are discussed. Bibliography lists 10 sources.
Page Count:
10 pages (~225 words per page)
File: MM12_PGorgld.rtf
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Unformatted sample text from the term paper:
it really is to capture the dynamics of organizational life (Adams and Ingersoll, 1990). It was Schein who offered a definition of organizational culture that is still used today:
Organizational culture is the pattern of basic assumptions that a given group has invented, discovered, or developed in learning to cope with its problems of external adaptation and internal integration,
and that have worked well enough to be considered valid, and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to
those problems (1984, p. 18). Organizational culture is a set of meanings that allows all members of the organization to interpret their environment and to act within it; it
is an integrated pattern of language, values, beliefs, rules and behaviors that are both communicated to new workers and maintained in the workplace. Durkheim called it a "collective conscience" (Starkey,
1998, p. 125). This is an apt metaphor for corporate culture. Joyner asserted that culture is "pervasive, all-inclusive and should receive regular attention" (2001, p. 26). Joyner also commented that
the organizations culture would affect any change managers wanted to make (2001). As Joyner noted, the culture of the organization is so important, it should not be left to chance,
managers need to pay attention to the culture. Once a strong culture is established, it will be able to survive high turnover of employees as long as the leadership
remains intact (Hastings, 1993). New employees can be socialized into the organization without the culture losing its strength (Hastings, 1993). This does not mean the culture is static. Quite the
contrary, the culture of an organization is both dynamic and evolutionary affected by a variety of forces, including the decisions made in the organization and how those decisions are made.
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