Self-Assessing Organizational Cultures Analytical Essay by scribbler
Self-Assessing Organizational Cultures
Looks at the Jackson & Schmidt Decision Culture Survey and the McGinty survey as means of self-assessing organizational cultures.
# 152563
| 775 words
| 4 sources
| APA
| 2013
| 
Published
on Mar 17, 2013
in
Psychology
(Social)
, Psychology
(Testing)
, Business
(Human Resources)
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Description:
This paper first explains that many scholars now believe that the cultural relationship of the individual to each other in companies can be best discussed in terms of conflicts, tensions, paradoxes, cooperative and actualization issues that can be assessed using psychological tools such as the Jackson & Schmidt Decision Culture Survey. Next, the paper reviews the use of this tool and the McGinty survey finding that both are qualitative in nature and therefore somewhat subjective. The paper concludes that these assessments revealed that, in order to be a positive and productive part of company culture, workers must participate in team learning, shared vision and mental paradigms that project an optimistic future.
Table of Contents:
Introduction
Experience
Organizational Scores
Demison v. McGinty
Inference and Synthesis
Impressions and Effects of Assessments
Table of Contents:
Introduction
Experience
Organizational Scores
Demison v. McGinty
Inference and Synthesis
Impressions and Effects of Assessments
From the Paper:
"As noted, both Dennison and McGinty approach the idea of effective organizational culture in a way that transcends just fiscal or quantitative research. Instead, it forces the individual to ask whether or not they are a part of that organization and have the authority to make changes, adjust policy and procedure, and really be effective in the overall strategic template. One is reminded of another business philosophy, The Fifth Discipline. Within any organization, individuals tend to see themselves as cogs in the wheel, not really making much of a difference to the success or failure of the organization as a whole. Senge suggests that it is really at the micro level that change (learning, evolution, etc.) takes place. The enemy is not external; it is falling into an internal rut and seeing only the short term, instead of broadening the picture. Learning is not easy; people, and therefore organizations, are sometimes resistant to movement. However, thinking about one's position within an organization as a critical part of the whole, dedicating oneself to team learning, "suspending assumptions and entering into genuine thinking together" allows not only for more robust personal growth, but the overall health of the organization."Sample of Sources Used:
- "Assess Your Company's Productivity Quotient." (2001). ConnectTwo.Com. Cited in:http://articles.connecttwo.com/productivity_quotient.html
- Hartup, W. W. (1999). "Constraints on Peer Socialization: Let Me Count the Ways."Merrill-Palmer Quarterly. 45(1) 172-191.
- Senge, P. M. (2006). The Fifth Discipline: The art & practice of the learningOrganization. New York: Doubleday/Currency-Random House.
- Yi, J.(2005). "Effective ways to foster learning," Performance Improvement, 44:1, 34.
Cite this Analytical Essay:
APA Format
Self-Assessing Organizational Cultures (2013, March 17)
Retrieved September 30, 2023, from https://www.academon.com/analytical-essay/self-assessing-organizational-cultures-152563/
MLA Format
"Self-Assessing Organizational Cultures" 17 March 2013.
Web. 30 September. 2023. <https://www.academon.com/analytical-essay/self-assessing-organizational-cultures-152563/>