Archive for Factor of Organizational Culture
December 24, 2008 at 9:32 am
· Filed under Businesss, Factor of Organizational Culture, Finance, Insurance, Management, Organizational Climate, Organizational Conflict, Organizational Policy, Organizational Size, Software, Types of Organizational Conflict ·Tagged Software, Finance, Business, Organization, Management, Organizational Climate, Insurance, Administration, Organizational Policy, Organizational Conflict, Types of Organizational Conflict
A survey suggests that the modern manager spends over 20% of this time handling one form of conflict or the other. Top and middle level managers in the same survey has pointed out the importance of conflict management skills. We hope that the knowledge you will gain from this Unit will equip you better to manage conflict situations more deftly at you workplace.
Today we will discuss some type of organizational conflict.
Conflict within an Individual
You can locate conflict at various levels. There could be conflict within oneself-the intrapersonal conflict. Basically, there are three types of such conflicts. You may have an excellent job offer in a city you are not wiling to go to. In such a case, you are attracted to and repelled by the same object-an approach-avoidance conflict. Similarly you may be attracted to two equally appealing alternatives like seeing a movie or going for a picnic-an approach-approach conflict. You may also be repelled by two equally unpleasant alternatives like the threat of being dismissed if you fail to report against a friendly colleague who is guilty of breaking the organization’s rules-an avoidance-avoidance conflict. We will discuss some other types of conflict in our next post.
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December 17, 2008 at 11:00 am
· Filed under Administration, Businesss, Factor of Organizational Culture, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Conflict, Software ·Tagged Software, Finance, Organization, Management, Organizational Climate, Administration, Organizational Policy, Organizational Structure, Businesss, Organizational Size, Organizational Conflict
With Organization Conflict we can learn:
- Recognize different types of conflicts
- Describe the process of a conflict
- Computer and contrast different views about conflict
- Appreciate functional and dysfunctional consequences of conflict
- Identity the sources of conflict
- Decide when and how to stimulate conflict
- Diagnose which conflict resolution strategy to use and when.
Life is a never ending process of one conflict after another. Remember the time when you were a small child and had to choose between a tricycle and a cricket set or say, a set of dolls and new frock for a birthday present. That was probably your first exposure to a conflict situation. Of course, this is a simplistic example of a conflict, but has life been the same since? Probably not. Think back and recall how each succeeding conflict in your life over the years has been increasingly complex.
Conflict is theme that has occupied the thinking of man more than any other with the exception of God and love. Conflict has always been widespread in society but it is only recently that it has generated a lot of interest and has been the focus of research and study. We are living in the age of conflict.
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December 15, 2008 at 10:05 am
· Filed under Administration, Businesss, Factor of Organizational Culture, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Size, Organizational Structure, Software
Encounter: After gaining and entry into the organization new members faces and encounter stage. There is always a possibility of difference between his expectations of an organization and the OC. If the expected image and OC matches, then encounter stage passes off smoothly leading to confirmation of the image. If the imbalance between the two is acute, the person has usually two choices open. First, he undergoes further socialization which detaches him from his previous expectations, replaces these with another set of expectation and thus helps him get adjusted to the prevailing system. Second, he drops out due to disillusionment. In both the cases the final result is the same: the status quo of traditions and customs are maintained.
Metamorphosis: People who had discovered an anomaly between their expectations and OC, but decided not to drop out, enter into the metamorphosis stage. They must sort out their problems and go through change-hence this is called metamorphosis. When this metamorphosis is complete, the member’s developed a uniform perception of OC and feel ‘comfortable’ with the organization and job. Successful metamorphosis results in the member’s productivity being as per organization’s ‘norm’, ‘average’ commitment and lowered propensity to leave the organization. All these are indications of “typical” or “normative” behavior.
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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 Software, Organization, Management, Organizational Climate, Administration, Organizational Policy, Managerial Values, Organizational Structure, Consultative Organization, Businesss, Managerial Value, Culture and Ethos
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 8, 2008 at 5:17 am
· Filed under Administration, Businesss, Factor of Organizational Culture, Finance, Management, Managerial Value, Organization, Organizational Climate, Organizational Policy, Organizational Structure ·Tagged Finance, Organization, Management, Organizational Climate, Administration, Businesss, Managerial Value, Economic
Another highly rewarded value is security, both economic and emotional. Keeping a person on his toes by making him feel insecure is slowly but steadily getting discredited as a management philosophy. Even the societies which have practiced “hire and fire” policy are unmistakably shifting towards providing security of job. Office interior like window treatment makes employee feel comfortable. Window blinds and vertical blinds are safer and secure compare to curtains as it gives secure feelings.
Providing enough career advancement opportunities to employees is yet another contemporary managerial value. For several reasons it may not be possible for many organizations to create enough vacancies for everybody to advance in their career. However, modern mangers encourage themselves and others to continue growing through various modes of education, although, it does not necessarily lead to career advancement.
Besides these four values which affect a manager’s work, the manager may have a strong “Work Value”. Work Value refers to the worth a person ascribes to the opportunity of work. If you have a “strong” work value you are going to identity the worth or value of work to you in more ways than one. You may view work as an opportunity to: (a) accept challenges, (b) serve others, (c) earn money, (d) enjoy prestige and status, (e) be creative, or (f) be independent, etc.
roman shades, vertical blinds
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November 21, 2008 at 11:16 am
· Filed under Administration, Businesss, Determinants of Organizational Culture, Factor of Organizational Culture, Finance, Management, Organization, Organizational Climate ·Tagged Administration, Determinants of Organizational Culture, Factor of Organizational Culture, Management
At the very onset of this topic, it is useful to distinguish determinants and dimensions of OC. Determinants are the causes, while dimensions are the components of OC. You may say, determinants are those which influence whereas dimensions are those which are influenced.
Although OC refers to the internal environment of an organization, the nature of OC is determined by a variety of internal and external factors. One of the basis premises of organizational behavior is that outside environmental forces influence events within organizations. After acknowledging the dynamics of internal as well as external factors in this section, we will consider in greater detail the following seven internal factors. You will find these factors as determinants of OC in the following order:
1. Economic Condition
2. Leadership Style
3. Organizational Policies
4. Managerial Values
5. Organizational Structure
6. Characteristics of Members
7. Organizational Size
We will discuss on each factor in our next post.
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