Archive for Consultative Organization
December 12, 2008 at 8:56 am
· Filed under Administration, Businesss, Consultative Organization, Finance, Management, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Size, Organizational Structure, Software ·Tagged Administration, Businesss, Consultative Organization, Factor of Organizational Culture, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software
Through the most intense period of socialization is at the ‘fresher’ stage of entry into an organization, the process continue throughout one’s entire career in the organization. This is done to ensure traditions and to maintain uniformity. The people who do not learn to adjust to the culture of the organization become the targets of attack and are often rejected by the organization.
Socialization process has three stages:
- Pre arrival
- Encounter
- Metamorphosis
Pre arrival: This stage tries to ensure that prospective members arrive at an organization with a certain set of values, attitudes and expectations. This is usually taken care of at the selection stage itself. Selectors try to choose the “right type” of people, who they feel, will be able to “fit” the requirements of an organization. Thus an organization, even before allowing an outsider to “join”, makes an attempt to ensure a proper match which contributes toward the creation of a uniform culture within the organization. The views of the founding fathers of an organization as well as the ethos of the present tip management influences-consciously or inadvertently the selection of the parameters of this “proper-match”.
We will discuss on Encounter and Metamorphosis in next post.
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December 11, 2008 at 9:44 am
· Filed under Administration, Businesss, Consultative Organization, Factor of Organizational Culture, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software ·Tagged Administration, Businesss, Consultative Organization, Culture and Ethos, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software
You may have often experienced that every organization has its own unique traditions and customs. Seldom are these traditions and customs explicitly spelt out, yet, over a period of time, organizations do develop long standing unwritten rules, regulations and rituals to commemorate special moments, standards for social etiquette, taboos about what is not to be done or spoken, jargon or special code language understood only by insiders. These, with a whole lot of other features taken together, are generally viewed as the “culture” of an organization. You may also have seen that often there is a uniform perception held about these features of an organization. Sometimes these “images” are fairly stable passing from one generation to another generation without undergoing much of a change. You might have wondered how this happens.
In this section, we are going to discuss this issue: How does an organization maintain uniformity of its traditions and customs?
The process through which the people are indoctrinated to accept the tradition and maintain the homogeneity of ethos and behaviors is termed as socialization. It is a process of adaptation by which ‘new’ members of an organization.
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December 10, 2008 at 7:31 am
· Filed under Administration, Businesss, Consultative Organization, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software ·Tagged Administration, Businesss, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software
We continue our talk on characteristic of managerial ethos. In our previous post we have already discussed on Action goal orientation and Pro-action. Today we are going to discuss other two important characteristic of ethos and those are the internal resources and problem-solving attitude.
Internal resources: Managers with high sense of adequacy are aware of their internal strength and are guide by these strengths. They are aware of their weaknesses by this awareness does not deter them from action positively or to look for opportunities for continuous self-improvement. They are open to feedback and ready to learn from experience.
Problem-solving attitude: A superior ethos requires that mangers view themselves as problem solvers, rather than problem-avoiders. These managers have positive orientation to problem situations and do not want to run away from problem. They tend to approach problem situations with optimism because they have internal locus of control, i.e., a strong belief that they can change the environment through their own efforts.
Before we move on to the next topic on Socialization Process (How OC and Ethos are transmitted), it would be useful if you complete some or all of the following suggested exercises.
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November 28, 2008 at 6:32 am
· Filed under Administration, Businesss, Consultative Organization, Determinants of Organizational Culture, Management, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure ·Tagged Consultative Organization, Determinants of Organizational Culture, Management, Managerial Values, Organizational, Organizational Policy, Organizational Structure
Organizational Policies
Specific organizational policies can influence a specific dimension of OC to quite an extent. For example, if the company policy states that layoffs will be used only as a last resort to cope with business downturn, then it would, in general, foster an internal environment that is supportive and humanistic. Similarly if you are working in a company where it is agreed that the first beneficiaries of increased profit, then the OC will be characterized by High Reward Orientation and probably by High Progressiveness and Development.
Managerial Values
The values held by executives have a strong influence on OC because values lead to actions and shape decisions. Values add to perceptions of the organization as impersonal, paternalistic, formal, informal, hostile or friendly. You will learn more about managerial values under the topic: Managerial Ethos
Organization Structure
The design or structure of an organization affects the perception of its internal environment. For example, a bureaucratic structure has an OC much different from a System 4 organization. What is a System 4 organization? According to Rensis Likert, all organizations can be classified into four major groups, depending upon the way basic organizational processes are conducted. These major groupings are as follows:
System 1 – Exploitative Authoritative
System 2 – Benevolent Authoritative
System 3 – Consultative
System 4 – Participative
We will discuss descriptively on Organizational Structure in our next post.
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