- General Assistants being involved in extra work for which they do not have proper training.
Certain General Assistants are at times involved in the making of sandwiches as assistance to the sandwich makers. Since they do not have the proper training to make the sandwiches, way they prepare may not be of the same standard of the designated Sandwich makers. This can lead to the dissatisfaction in customer because of the lack of consistency in the quality of the sandwiches.
- General Assistants not been compensated for the extra work carried out
The payment made for the General Assistants is just above the minimum wage. General Assistants are seen doing extra work apart from their normal job routine such as making sandwiches (which is a task of the sandwich makers) and those who have a driving license take stock around the site in the van. These extra services are not compensated.
- Equal working conditions for Temporary and Permanent General Assistants.
During the summer vacation ten students, are recruited as temporary General Assistants. These temporary assistants have the same working conditions and remuneration scheme as the Permanent General Assistants.
The Permanent General Assistants who a trying to create a long term relationship with the organization can see this as an undermining of their experience and efforts. As a result they will be de-motivated.
- The constant rotation of the Work Rota
Archie creates the Work Rota himself and all the General Assistants have shift patterns that vary each week, as a result they tend to work in different units each day. We have also observed that Archie allocates them quite randomly.
We sight this as a problem, because it becomes an obstacle for them to specialize in carrying out certain key duties in respective units. It also becomes a barrier for the nurturing of teamwork, because it doesn’t give them room to gel together.
- The introduction of the ‘Supervisor’ post.
Hortense has been recently promoted to the newly created post of Supervisor from her earlier post of General Assistant. We see the creation of the new post of Supervisor as a factor of motivation for the General Assistants, as it is a position which they can aspire to reach
- Hortense favoring her subordinates.
Hortense, who is the newly appointed supervisor, tends to favor those who are close, and friendly with her. She may over look their shortcomings although she acts firmly on the shortcomings of the Temporary General Assistants and also gives those who are not friendly with her awkward tasks. This tends to aggravate the division among the Temporary and Permanent General Assistants.
- Cigarette breaks.
The General Assistants take constant Cigarette breaks during their shifts. By taking the breaks of this sort they reduce their productivity. This is resented by the non-smoking employees, who have to fill in for them.
- Georgian café being under staffed.
The Georgian café, the small catering unit serves hot and cold drinks, sandwiches and cakes. This unit is served by only two General Assistants, and so both of them have an excessive amount of work. This work load leads to them being very stressed and flustered halfway during their shifts, which leads to the diminishing of the quality of service
- Incorrect manner of handling employees whose work in not satisfactory.
The manager, Archie cuts down on working hours of the General Assistants when he is dissatisfied with their performance. Thereby he penalizes the employees who do not work up to his expectation without giving them a warning, and an opportunity to up his working capacity to meet the required level.
- Duty manager not taking employee complaints seriously.
The employees lodge complains to the duty managers regarding their co-workers. These complaints are conveniently forgotten, without launching an investigation to substantiate their genuineness.
- Using the Museum’s internal telephone network.
Though the concession is different an entity altogether form the museum, it still uses its internal phone lines to carry out the communicating between the certain sections. The phone lines at the ice cream kiosk at times do not work and so the employee running the kiosk at times will be unable to let the Store Know that the Ice Cream is finished and has to resort to telling the employees walking by to convey the message. If there is no by passer at that time there would be a problem. This would also lead to a situation of keeping the customers waiting which again is very unprofessional.
- Those running the till not using the phone to communicate their lack of change money.
The employees, who man the tills, when they run out of change money, always run to Joyce the Administrator who is based in another location to attain change money while serving their customers which can be considered discourteous by the customers and is very unprofessional.
- Those who forget their name badge, being given that of a ‘Trainee’
Trainee badge is given to employees who forget their name badges. We see the fact of them forgetting their badges as a minor issue which should not be a reason to humiliate the employees by giving them “Trainee” badge, as it can de-motivate them.
- Customer Report Cards being taken seriously.
Customers have the option of writing down and reporting to the management when they are dissatisfied with work at the respective restaurants, by simply filling out customer report cards found next to the tills.
It has been observed that Archie the manager takes these reports very seriously. Which would work as a plus point for the organization as their customers’ satisfaction is thereby ensured and also, this acts as motivation for the employees to work hard and to serve the customers in a friendly and efficient manner.
- Maintaining of the “Hand-over Book”
Several Shift changes happen during a day at each restaurant, but as it does happen no one would know what those who took the previous shift did right or wrong. Therefore we see the using of a “Hand-over book” where you state all that they did right and wrong in the previous shift, as a very good idea.
- Conclusion
In conclusion, we have found the following issues with regard to the analysis of Organizational Behavior, conducted on Quick Cuisine
- Newly recruited General Assistants are not given adequate training; therefore their work is not up to satisfactory level of the organization.
- There is a clear division between the temporary General Assistants recruited during the summer vacation, and the permanent General Assistants.
- General Assistants are allocated to additional work which does not match with their field of training, which results in production of below standard food.
- General Assistants are not being rewarded for the extra work carried out by them to support the needs of the organizations.
- The permanent and temporary General Assistants of Quick Cuisine have the same working conditions, which leads to the de-motivation of the permanent staff.
- There is a constant rotation in the work allocation of employees which blocks out the chances for Team Working to be built.
- The introduction of the supervisor post to the organization hierarchy encourages the General Assistants to work at their best.
- We have identified that the Hortense the supervisor favors her closest subordinates which causes conflicts.
- The employees who smoke take cigarette breaks as and when they want, leaving other non-smoking employees to cover their share of work. We discovered that the
- Georgian Café is under staff which reduces productivity of the employees.
- Archie’s method of dealing with unsatisfactory employees is incorrect.
- More emphasis should be given to the complaints launched by Employees.
- “Trainee” badges being given to those who forget theirs, leads to employee de-motivation.
- Customer complaint cards are been taken in to consideration so that they could improve customer satisfaction.
- A hand over book is maintained to record day to day transactions within the control of a particular manager.
- Recommendation & Implementation
We recommend the following methods, to resolve the Organizational Behavior issues existent at Quick Cuisine. Provided also are, suggestive courses of actions for each recommendation.
- Newly recruited General Assistants not given adequate training & General assistants being involved in extra work for which they do not have proper training
Culture in an organization is explained as beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior, organizational members should use to achieve these goals. Considering the above issues the newly recruited General Assistants should be given quality practical training on their course of work. And also the prevailing General Assistants who are given extra work should be given extra training on the work given to them, additionally to their daily work.
Implementation
General Assistants should be given training practically. The newly recruited employees can be given training for a week on the job itself. Training on knife handling should be done adequately. Quick Cuisine should provide professional hygienic training to all its employees. When General Assistants are allocated for extra work they should be trained by the existing staff of the respective section so that same qualities and the standards are maintained.
- Division between the Temporary and Permanent General Assistants.
Referring to the Basic conflict theory, conflicts within groups may be destructive as well as constructive. These conflict situations occur due to the scarcity of freedom, position, and resources. Members in groups should learn to accept ideas form dissenters, they should learn to listen and value openness. When considering these issues we can outline it as a horizontal strain which means it’s a conflict within the same level. The permanent General Assistants should gel together with the temporary General Assistants.
Implementation
When new employees a recruited the organization could arrange a small get together for the employees and make sure that the newly recruited and the existing staff socialize and get to know each other. Quick Cuisine should organize team building workshops for all the employees.
- General Assistants not been compensated for the extra work carried out
Referencing the Herzberg's Motivation-Hygiene Theory if the management wishes to increase the satisfaction on the job they should be concerned with the nature of the job. The motivation factors (challenging work. responsibility, recognition) as well as the hygiene factors (salary, job security status), should be provided. When considering this issue of General Assistants not been compensated for the extra work carried out by them, can cause dissatisfaction. Thereby the employee does not work to the expected level. Quick cuisine should pay the General Assistants a satisfactory wage for their extra work.
Implementation
This can be implemented by paying the general assistance a wage more than their hourly paid rate. They can be entitled for a payment as equal to the other co-workers who carry out these tasks. But the General Assistants should be compensated according to the hours they are involved with the extra work.
- The constant rotation of the Work Rota
The promotion of Team Working among employees is very important in an organization. In team working the members need to gel together, understand each others capabilities and also they have to learn to compromise with each other. It takes time for such an environment to be built within a group. Any organization should always take steps to enkindle team working among their employees.
At Quick Cuisine, given to the constant rotation of the Work Rota, it is hard for such an environment to be built.
We recommend that the Work Rota be made in such manner, that the employees rotate in groups, and also that each group has a Group Leader who will take up the responsibility of coordinating within the group. This will not only enkindle Group Working, but will also motivate employees to work hard to become Group Leaders.
Implementation
Archie should divide the employees into groups according to their capabilities, and appoint suitable individuals to take up the role of Group Leader. The post of Group leader should change constantly in order to give everybody a chance to lead.
When creating the Work Rota, he should make it in such manner that it is the groups that rotate, not individuals.
- Hortense favoring her subordinates.
According to the theory of power, Coercion means the acting to change a person’s behavior, even when they do not wish to do so or rather even if they are not suppose to do so, it shows that Hortense using power of being the supervisor favors her subordinates, this would discourage the other staff members and there is a division in class of staff favor red by Hortense and not. This would psychologically attack the other staff members.
Implementation
This problem could be solved by Archie closely observing Hortense activities and if she is caught guilty, sufficient penalty should be given so that this would not continue any further, this also implies to the subordinates Hortense favors, if they are found asking for special help or permission to leave work early or any tin of that nature they would be fined, or worst come to worse they could be even suspended for few days.
- Cigarette breaks.
The staff members at Quick Cuisine who smoke, randomly take breaks to do so. taking breaks of this sort also can lead to the various sections being understaffed and non-smokers having to cover the work load. We recommend that all employees be given a set regular break during their shifts in order to refresh themselves. During this break those who wish to smoke may do so. Introducing such breaks will make it fair for all non-smoking and smoking employees alike, and will also ensure that they remain refreshed during the shifts.
Implementation
When preparing the Work Rota each employee in each shift should also be allocated a short break. This break can be made flexible, where each worker can take their break during a certain time they feel tired. This will have to be carried out with proper co-ordination, and can also inculcate a sense of Team Work between them.
- Georgian café being under staffed.
There are only two General Assistants managing the Georgian café, and at most instances it is either a permanent General Assistant along with a temporary one. There are four elements that form an organizations structure which are coordination of efforts, common goals, and division of labor and hierarchy of authority. We recommend that more members be assigned to this café.
Implementation
This problem could be resolved by increasing the number of staff members working at Quick Cuisine by assigning more staff members to the café which could help the division of labor and the work load to be cut down, and the productivity be improved.
- Incorrect manner of handling employees whose work in not satisfactory.
Referencing the Motivation Theory of Theory X and Theory Y, it says that according to the theory X, people inherently dislike work or rather they dislike extra work. And in reference to the theory of Hertzberg’s Motivation-Hygiene it says that the absence of Supervision, Company policy, Working conditions, Salary, Peer relationship, Security in the context of quick cuisine Archie gives fewer working hours to staff who dissatisfies him, this leads to decline in motivation of the staff who get less hours of work because he tends to think low of his capacity.
Implementation
This dissatisfaction could be cut down if adequate responsibility is given to staff members identifying their abilities without disregarding their capacities and improvising the working conditions would also make the staff perform better and it would also motivate them to work to their fullest capacity.
- Duty manager not taking employee complaints seriously.
We have identified that the duty managers of Quick Cuisine do not take complains lunched by the other workers, since their genuineness cannot be determined. By doing this they may also overlook the genuine complaints.
Workers will only launch complains if they are unhappy with certain methods followed by the organization. Ignoring these complaints without even carrying out an investigation into it could lead to them being de-motivated, and unhappy with their work, which intern lead to a drop in their efficiency and quality of work. Duty managers should not ignore these complaints with conducting a formal investigation into them.
Implementation
The duty managers should introduce a method for the employees to launce complaints. For example to introduce Employee Complaint forms, which can be filled by employees, where they can choose to remain anonymous or add their name. Once these complaints are launched a formal investigation should be carried out on them, and if they found to be true, necessary action must be taken in order to irradiate the problem.
- Using the Museum’s internal telephone network.
Communication is understood as the exchanging of understanding. Communication can be divided into two parts as verbal communication and non-verbal communication. Here it is important to consider about verbal communication as this organization has to play the role with customers. This plays a major role in an organization like Quick Cuisine, as it constantly has to deal with customers. The lack of proper communication within the organization will lead to a drop in its efficiency.
Quick Cuisine uses the museum’s internal telephone network. This does not function properly in the Ice Cream Kiosk.
We recommend that Quick Cuisine launch its own Telephone line, which will boost the communication within the organization.
Implementation
Quick Cuisine should disconnect form the museums telephone line. They should create their own telephone line, which will connection every sales unit including the Ice Cream Kiosks, the stores, and each of the restaurants.
- Those running the till not using the phone to communicate their lack of change money.
Maintaining customer satisfaction is essential for any organization. The customers should always be given the option of paying in the denominations they want to, and the organization should be able to give change money as and when needed.
At Quick Cuisine those running the tills do not always maintain sufficient change money, and so have to run to Joyce to get the change.
We recommend that they create a reorder level for the change money, and then use the Telephone line to communicate to Joyce about the lack of change money.
Implementation
Those who run tills should create re-order level for the Change money. They should always maintain the amounts of change money above that re-order level. And when the re-order level is reached, they should let Joyce know about it, via the telephone lines, so that she can make arrangements for it to be sent to the respective restaurant.
- Those who forget their name badge, being given that of a ‘Trainee’
Motivation is defined as the personal force that drives individuals to achieve personal and organizational goals. Employees are human beings. Since they are not machines they tend to forget some of the things that are expected from them. Here some workers have forgotten to come with their name tags on certain days. The company’s reaction to his giving them “Trainee” badges can be seen by the employees as humiliating and can seriously de-motivate them.
We recommend that Archie maintain an extra copy of each badge which he could offer to those who forget theirs.
Implementation
Archie should create copies of each of the employee’s badges. They should be kept with him. If and when an employee forgets their badge, they should have to come to Archie and get one of the extra badges he has with him. He could choose to penalize them in a different manner. At the end of the day these badges should be collected back.
References
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Internet Center for Management and Business Administration, 2002 , Hertzberg’s Motivation-Hygiene Theory Available at : motivation/herzberg/
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Appendices
Appendix – 1: Coercion
Description
This is the acting to change a person’s behavior, even when they do not wish to do so. Coercive methods work mostly be threat or bribery. Both use extrinsic motivation with the message ‘do this and you will get that.’
Threats can be for new action that is painful, such as physical or psychological attack. Threats can often take the form of denial, such as removal of benefits or prevention from access to a desired resource.
Social position is very important to us, so rejection from a group or public embarrassment can be very serious threats. We can coerce by framing desired behaviors as necessary because of social rules such as returning favors or adherence to group norms (with implied social rejection as the threatened punishment).
Example
Parents regularly coerce their children, even physically. Where the line of legitimacy is depends on your morals and is a topic of heated debate.
At the highest level, war is ultimate coercion between countries.
So what?
Using it
Find what people want or fear, gain control over it, then offer access as a bribe or denial as a threatened punishment.
Defending
There are four types of defense against coercion.
- Stonewall: refuse outright, just saying no.
- Identity separation: Refuse on the grounds that it is ‘not the kind of thing I do’.
- Justification: Show cause and negative effect, saying why you will not comply.
- Negotiation: Make counter-offers to allow the other person to achieve their goals.
Appendix – 2: Planning Out Business Structure: Understanding Organizational Theories
For any business, large or small, is the need to not only combine basic structures and environmental concepts, but also to add in different business philosophies to function off of. This makes the difference in how your business operates with employees, as well as how individuals relate to customers. One of the general ideas that you can use to set up the correct structure with every aspect of the business, is to understand the organizational theories that are linked to business concepts. This provides a direct way for the company to have the best options available for a stable environment, as well as growth.
When you begin to look into organizational theories, you will want to define the different types of philosophies as well as how they relate to business. The difference between these is linked to concepts that are applied to businesses as a part of a formula. As the formulas are added together, the business is able to create cultures and concepts that allow the organization to completely operate. Because organizational theories can drive a business forward in a certain way, it makes it essential for the success of the business.
The first component that any organizational theory will work towards with a business is the structure that the business has. This includes concepts such as how the employees work, what tools they use and how they interrelate with each other in the office. This will also link to the structure that is associated outside of the organization and relates to customers. The customer relationship includes the marketing that is needed, as well as the relationships between customers and the employees. These combine together with the hierarchy within the business and extra tools and components that help businesses to operate.
When moving into these different ideals, the organizational theories will focus on attributes that are related to these aspects of a business. For example, the behavior of the employees may be put into the mix to show how everyone interrelates with each other psychologically, socially and culturally. This links to the other components of the business as well. Another part that may be included are things such as work load in the
Work area and environment, and how this combines to other associations within the company, such as stress.
Most organizational theories will take these specific concepts and combine them with formulas and a science that can be used to help a business stabilize and expand. This allows for the components that are a part of the business to work together with the formulas. With most theories, there will be case studies and examples that will work with the different parts of the theory to prove that the formula that has been placed together works successfully.
No matter what type of business you are launching off the ground or trying to expand into complete growth, there are certain ideals and formulas that you can use to better each component within the organization. Understanding organizational theories are one of the major keys to help combine these concepts with the complete success of your business.
Appendix – 3: Resolving Persistent Workplace Conflicts
Barbara and Sy Landau
From ADR Forum, 1999
Conflict exists in all work settings, just as it does in all human relationships. In fact, a typical workday probably consists of a series of conflicts, large and small, that need resolving. Problems arise; they are dealt with; they go away; people move on to the next one.
In some work settings, the conflicts are not dealt with and they do not go away. Sometimes these problems are so unique and complex that their resolution would be difficult even for the most skillful problem-solvers. In many cases, however, the problems that an organization is unable to deal with are neither unique nor particularly complex; in fact, similar problems are being dealt with routinely in other organizations. In these situations, the most challenging problem is the organization's inability to resolve conflict.
Most organizational conflicts have both substantive and relationship components. Persistent conflicts are usually characterized by unresolved interpersonal issues. That is, there is something about the way the people interact, communicate and solve problems that makes it difficult for them to resolve differences that people elsewhere are able to deal with.
Relationship conflicts can arise in two general ways: either important substantive issues were left unresolved or were resolved poorly in the past, leaving poisoned relationships; or personality clashes, communication problems or other interpersonal dynamics led to poor relationships. These poor relationships make it difficult to address substantive issues, leading to a dysfunctional cycle.
It is important to deal with relationship issues, either because they represent most of the conflict, or because they will prevent resolution of the substantive issues. This is what is meant by "Separate the People from the Problem".
A poor relationship cannot be corrected in a short period of time, but progress must be made to the point where the parties are prepared to work together to resolve issues. Because of the sensitive nature of these conflicts, and the lack of trust they engender, it is often important to use an external mediator who can provide neutrality and confidentiality.
Suggested approach for resolving relationship conflicts:
1. Try to find common ground,
The mediator should explore with the parties, separately and together, relationship elements that demonstrate important things they have in common:
a. Common positive history?
Was there a time when the parties worked well together? When did they meet? What were the circumstances? What were their impressions of each other at the time? How did the relationship develop?
b. Common objectives or values?
Do they have similar goals for the organization? Do they have similar management approaches? Do they have similar work ethics? Do they see a super-ordinate goal that must be achieved, despite interpersonal conflicts?
c. Common preferred working scenario?
Can they visualize a preferred working relationship once the conflict is resolved?
What would this ideal relationship look like?
2. Explore diverse perceptions.
The mediator should help the participants examine their different understandings of how the relationship went wrong, and try to develop a common perception.
What happened to cause the relationship to change? Were they all aware of the change at the time? Did they all understand the change in the others' perception?
3. Exchange commitments.
The mediator should encourage the parties to acknowledge the impact of their past behavior on the other, without necessarily accepting blame, and to give commitments to change behavior. These commitments can be written up and reviewed at a later date to ensure there is accountability for promises made.
These steps act as important confidence building measures that continue to improve the relationship as the parties move on to deal with substantive issues.
Useful techniques
In addition to interviews, personal observations and the opinions of colleagues, it is often useful to have parties’ complete self-assessment instruments. These can be used in a "teach piece" that helps people better understand the interactions among the parties. Later, in small group sessions, the specific implications can be discussed.
It is also valuable to include a training session on communication skills. People can then be encouraged to use these skills in the problem-solving meetings.
After relationships improve
Very often, once the relationships have started to improve, people will be prepared to start solving substantive problems. It is helpful for the mediator to facilitate a few such sessions to ensure that the relationship commitments are being met, and to teach a conflict resolution model that people can use in future situations.
Appendix – 4: Herzberg’s Motivation-Hygiene Theory (Two Factor Theory)
To better understand employee attitudes and motivation, Frederick Herzberg performed studies to determine which factors in an employee's work environment caused satisfaction or dissatisfaction. He published his findings in the 1959 book The Motivation to Work.
The studies included interviews in which employees where asked what pleased and displeased them about their work. Herzberg found that the factors causing job satisfaction (and presumably motivation) were different from those causing job dissatisfaction. He developed the motivation-hygiene theory to explain these results. He called the satisfiers motivators and the dissatisfiers’ hygiene factors, using the term "hygiene" in the sense that they are considered maintenance factors that are necessary to avoid dissatisfaction but that by themselves do not provide satisfaction.
The following table presents the top six factors causing dissatisfaction and the top six factors causing satisfaction, listed in the order of higher to lower importance.
Factors Affecting Job Attitudes
Herzberg reasoned that because the factors causing satisfaction are different from those causing dissatisfaction, the two feelings cannot simply be treated as opposites of one another. The opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction.
While at first glance this distinction between the two opposites may sound like a play on words, Herzberg argued that there are two distinct human needs portrayed. First, there are physiological needs that can be fulfilled by money, for example, to purchase food and shelter. Second, there is the psychological need to achieve and grow, and this need is fulfilled by activities that cause one to grow.
From the above table of results, one observes that the factors that determine whether there is dissatisfaction or no dissatisfaction are not part of the work itself, but rather, are external factors. Herzberg often referred to these hygiene factors as "KITA" factors, where KITA is an acronym for Kick In The A..., the process of providing incentives or a threat of punishment to cause someone to do something. Herzberg argues that these provide only short-run success because the motivator factors that determine whether there is satisfaction or no satisfaction are intrinsic to the job itself, and do not result from carrot and stick incentives.
Implications for Management
If the motivation-hygiene theory holds, management not only must provide hygiene factors to avoid employee dissatisfaction, but also must provide factors intrinsic to the work itself in order for employees to be satisfied with their jobs.
Herzberg argued that job enrichment is required for intrinsic motivation, and that it is a continuous management process. According to Herzberg:
- The job should have sufficient challenge to utilize the full ability of the employee.
- Employees who demonstrate increasing levels of ability should be given increasing levels of responsibility.
- If a job cannot be designed to use an employee's full abilities, then the firm should consider automating the task or replacing the employee with one who has a lower level of skill. If a person cannot be fully utilized, then there will be a motivation problem.
Critics of Herzberg's theory argue that the two-factor result is observed because it is natural for people to take credit for satisfaction and to blame dissatisfaction on external factors. Furthermore, job satisfaction does not necessarily imply a high level of motivation or productivity.
Herzberg's theory has been broadly read and despite its weaknesses its enduring value is that it recognizes that true motivation comes from within a person and not from KITA factors.
Appendix – 5: Organizational conflict
Organizational conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected. There are disputes over how revenues should be divided, how the work should be done and how long and hard people should work. There are jurisdictional disagreements among individuals, departments, and between unions and management. There are subtler forms of conflict involving rivalries, jealousies, personality clashes, role definitions, and struggles for power and favor. There is also conflict within individuals — between competing needs and demands — to which individuals respond in different ways.
Conflict within groups
Conflicts between people in work groups, committees, task forces, and other organizational forms of face-to-face groups are inevitable. As we have mentioned, these conflicts may be destructive as well as constructive.
Conflict arises in groups because of the scarcity of freedom, position, and resources. People who value independence tend to resist the need for interdependence and, to some extent, conformity within a group. People who seek power therefore struggle with others for position or status within the group. Rewards and recognition are often perceived as insufficient and improperly distributed, and members are inclined to compete with each other for these prizes.
In western culture, winning is more acceptable than losing, and competition is more prevalent than cooperation, all of which tends to intensify intergroup conflict. Group meetings are often conducted in a win-lose climate — that is, individual or subgroup interaction is conducted for the purpose of determining a winner and a loser rather than for achieving mutual problem solving.
Appendix – 6: Organizational culture
Organizational culture is a concept in the field of Organizational studies and management which describes the attitudes, experiences, beliefs and values of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization."
This definition continues to explain organizational values also known as "beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another."
Organizational culture is not the same as corporate culture. It is wider and deeper concepts, something that an organization 'is' rather than what it 'has' (according to Buchanan and Huczynski)[citation needed]. Senior management may try to determine a corporate culture. They may wish to impose corporate values and standards of behavior that specifically reflect the objectives of the organization. In addition, there will also be an extant internal culture within the workforce. Work-groups within the organization have their own behavioral quirks and interactions which, to an extent, affect the whole system. Roger Harrison's four-culture typology, and adapted by Charles Handy, suggests that unlike organizational culture, corporate culture can be 'imported'. For example, computer technicians will have expertise, language and behaviors gained independently of the organization, but their presence can influence the culture of the organization as a whole.
