6th a professional organization the 4th and 7th a

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6th a professional organization; the 4th and 7th a results-ohented organi- zation; the Sth an employee-oriented organization, while the 6th and 7th marginally reflect a tight organization. One practice question loaded marginally on Factor 4 (gender issues); the rest did not relate to the seven factors in Table 1, Most practices questions therefore did not differentiate in a meaningful way at the level of individ- ual respondents. It must be remembered that these questions were selected because of their ability to discriminate at the level of organizational units, not at the level of individuals. Thus, most organizational practices that the respondents perceived did not systematically associate with positive or negative attitudes; not even with attitudes about the direct boss, or about work pressures. This shows that oi'ganizational cultures contain many elements that to the members of the organization are affect-neutral. They represent 'the way we do things around here', but these are not necessarily good or bad in the employees' and managers' minds, A limited number of perceived practices had affective connotations, rela- ting to attitudes about communication and cooperation. The secondary asso- ciation of the 'communication climate' factor with 'overall satisfaction' shows that at least in this company, good communication and cooperation was one of the essential conditions for being a satisfled employee. Practices which were associated with the 'communication climate' factor were: atten- tion to physical working conditions, openness to outsiders, competition with other companies but not between departments, everybody supplying max- imal effort, changes after consultation only, good performance noticed, cost-consciousness and punctuality. Although nobody has found — or is likely to find — a simple one-to-one relationship of any aspect of organizational culture with organizational per- formance, there is little doubt that organizational culture affects perfor- mance; in the long run, it may be the one decisive influence for the survival or fall of the organization — although this is difficult to prove, if only because the necessary longitudinal analyses are hardly feasible. What the present study showed is that in many respects, what is good for the organization and what is good for its members are two independent things. Circumstances and/or management actions can affect the oi'ganiza- tional culture without negatively or positively influencing employee atti- tudes. Circumstances and/or management actions can affect employee attitudes without changing the organizational culture. It is only in the area of communication and cooperation where management actions affecting the culture also affect employee attitudes negatively or positively. In other areas, those responsible for leading organizations have an option to choose the best for both organization and members; they may also choose the worst for both.
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  • Spring '12
  • dr.long
  • Geeit Hofstede

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