Organizations are constant and operate as machines. Please describe these concepts and their role in how one manages as you; 1) analyze differing values in organizations, 2) interpret how values affect how one manages and performs, 3) analyze the role of people in an organization, 4) analyze how people influence management.
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When one is examining or evaluating the values of an organization you are talking about an organization's culture, but also its ethical implications for managing people; the employees and managers themselves. What is culture? According to McNamara (2000) organizational culture is the personality of the organization; culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors. According to this author, members of an organization soon come to sense the particular culture of an organization; culture is one of those terms that's difficult to express distinctly, but everyone knows it when they sense it; for example, the culture of a large, for-profit corporation is quite different than that of a hospital which is quite different than that of a university. According to this author, you can tell the culture of an organization by looking at the arrangement of furniture, what they brag about, what members wear, etc.--similar to what you can use to get a feeling about someone's personality.
According to McNamara (2000) corporate culture (its values) can be looked at as a system; inputs include feedback from, e.g. society, professions, laws, stories, heroes, values on competition or service, etc.; the process is based on our assumptions, values and norms, e.g., our values on money, time, facilities, space and people; outputs or effects of our culture are, e.g., our organizational behaviors, technologies, strategies, image, products, services, appearance, etc. According to this author, the ...
The evolution of organizational thought is examined.