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Essay / Research Paper Abstract
A 32 page paper discussing how these organizational characteristics can be matched with theory in devising a qualitative case study. Organizational culture, politics and power all combine to contribute to defining the organization. Each of these qualities is integral to every functioning organization, but extant literature indicates that they are only rarely considered as separate entities. Each can have direct effect on how well the organization is able to respond to changes in its markets, however. The paper discusses the characteristics and provides examples within the theories of Chris Argyris, Deming and others. Bibliography lists 14 sources.
Page Count:
32 pages (~225 words per page)
File: CC6_KSorgLearning.rtf
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Unformatted sample text from the term paper:
Organizational culture, politics and power all combine to contribute to defining the organization. Each of these qualities is integral to every functioning organization, but extant literature indicates that they
are only rarely considered as separate entities. Each can have direct effect on how well the organization is able to respond to changes
in its markets, however. The purpose here is to assess how these organizational characteristics can be matched with theory in devising a qualitative case study.
Organizational Culture Organizational culture has been credited with having a direct effect on the organizations bottom line, either for
positive or negative results. The best case scenario, the one capable of producing the win-win situation and therefore more positive results for the organizations bottom line, is that in
which corporate culture embraces accountability but also encourages thoughtful risk-taking among those workers generally without the opportunity to make such a decision. Past Influence
Henry Ford was known for barking at employees. Whether an assembly line worker on the factory floor or a financial advisor with an office close to Henrys, he
treated them all the same. Henry Ford had been innovative in offering factory workers the unheard-of rate of $5 a day, twice what other manufacturers were paying their factory
workers. Pay was good, but the culture of the organization hardly encouraged creativity of thought or action. Restrictive Culture
Henry Ford would have wholeheartedly subscribed to the sentiment that employees can not be trusted to identify the goals of management. Andrew Carnegie would
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