Unit 7_project_conflict_resolution_and team.docx (144K) - Homework ...
Unit 7_project ConflictResolutionandTeamDynamics
Using the information from your readings and our discussions,analyze the key elements of organizational behavior
covered in this unit as they pertain to your selected organization.
Your project should include notes and observations on the following:
Describe the organization’s culture and include the factors that lead to your assessment.
How do the organizational members learn the culture?
Is the culture generally positive or negative?
What affect does the culture have on organizational goals?
What are your recommendations for the culture
Chapter 17 reading
Culture L E A R N I N G O B J E C T I V E S
After studyingthis chapter,you should be able to:
Whoevercontrols the media—theimages—controls the
— Allen Ginsberg
1 Describe institutionalization and its
relationship to organizational culture.
2 Define the common characteristics
making up organizational culture.
3 Identify the functional and
dysfunctional effects of
organizational culture on people and
4 Explain the factors determining an
5 List the factors that maintain an
6 Outline the various socialization
alternatives available to
7 Clarify how culture is transmitted to
good or bad, only that it exists. Many of its functions, as outlined, are valuable
for both the organization and the employee. Culture enhances organizational
commitment and increases the consistency of employee behavior. These are
clearly benefits to an organization. From an employee’s standpoint, culture is
valuable because it reduces ambiguity. It tells employees how things are done
and what’s important. But we shouldn’t ignore the potentially dysfunctional
aspects of culture, especially a strong one, on an organization’s effectiveness.
Barriers to Change Culture is a liability when the shared values are not in agreement
with those that will further the organization’s effectiveness. This is most
likely to occur when an organization’s environment is dynamic.19 When an environment
is undergoing rapid change, an organization’s entrenched culture may
no longer be appropriate. So consistency of behavior is an asset to an organization
when it faces a stable environment. It may, however, burden the organization and
make it difficult to respond to changes in the environment. This helps to explain
the challenges that executives at organizations like Mitsubishi, Eastman Kodak,
Boeing, and the U.S. Federal Bureau of Investigation have had in recent years in
adapting to upheavals in their environment.20 These organizations have strong
A Strong Culture Keeps Managers
Aboard at Bubba Gump Shrimp Co.
High turnover,even in the managerial
ranks,is fairly common in the restaurant
industry.So the fact thatBubba Gump
Shrimp Co., a seafoodrestaurantchain
with 14 locations,lost no generalmanagers
during 2002 was quite a feat.How
did the company do it? Company president
and chiefexecutive,Scott Barnett,
gives credit to Bubba’sstrongculture.
“We believe that people make the
difference.Almost every decision we
make has a people element to it.People
are discussed,some might say,ad nauseam,
but it is so critical to us that we
have people in the right places.”
The company is obsessedwith finding
individuals who will embrace the chain’s
strong devotionto food andrespectfor
people.“We’ve tried to create an atmosphere
where people feelrespectedby
people in the company and by the people
that run it. . . . People need to feel
they can make a difference. Then you
are empowered and that countsfora lot.
There has to be integrity aboutthe company.
People are excited about being
there.If they feelthey are getting something
and doing somethingtheywant to
be doing and the organization is behind
them. . . issuesaboutlong workdaysand
all that become less ofa problem.”
A powerfuldevice forhiring the
right people at Bubba Gump is the job
interview.The firm calls it a “working