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Essay / Research Paper Abstract
A 14 page research paper that examines the topic of organizational cultural change from both a theoretical and practical perspective. This examination of human resource (HR) literature focuses on how negative organizational environments can be changed to reflect newer, more effective management practices that serve to create positive, productive organizational cultures. Bibliography lists 14 sources.
Page Count:
14 pages (~225 words per page)
File: D0_khorcul.rtf
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Unformatted sample text from the term paper:
of the new paradigm for effective management (Jones, 1997). Nevertheless, it is also true, as Flynn (1999) states that "toxic" or negative organizational cultures do exist. These are businesses in
which managers have the erroneous idea that it is normal for managers to yell, threaten and bully their subordinates (Flynn, 1999). Certain work situations are noted for fostering the creation
of negative organizational cultures. Generally, these conditions are connected with downsizing, pay freezes or other financial crises (Flynn, 1999). The focus of the company, in such cases, is typically squarely
centered on a "get-tough" turnaround, so a "blind eye" is turned toward the use of cruder management styles (Flynn, 1999). The following examination of human resource (HR) literature focuses on
how negative organizational environments can be changed to reflect newer, more effective management practices that serve to create positive, productive organizational cultures. Different perspectives on culture However, before
addressing this topic directly, it is instructive to examine what is meant by the term "organizational culture," as well as some of the theory behind the ways in which this
topic is viewed by HR experts. "Organizational culture" is a popular, but nonetheless elusive concept that has been defined in various ways in business literature. Champoux (2000) defines this term
as encompassing the "values, norms, rites, rituals, ceremonies, heroes, and scoundrels in the history of the organization" (p. 56). Furthermore, Champoux stipulates that key aspects of organizational culture include the
sharing of values and the manner in which experiences are structured within a specific organization (2000). Another definition that has been offered is that organizational culture refers to a pattern
of "basic assumptions" that have been developed by which an organization copes with its environment; or, to put it simply, it is "the way we do things around here" (Silvester,
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