Organizational behavior is a field of studies that aims to conjoin the substance of other sciences that deal with behavioral matters, such as anthropology, psychology and sociology, in order to use it to improve management theories and managerial strategies. An organization is a number of people or groups all working together in a structured mechanism to achieve one ore more goals. Organizational behavior then, comes in to investigate on how organizations affect individuals and the other way around (Duncan, 1978). Although the first questions on how the worker is being affected by his job were raised in the ‘30s (Brief and Weiss, 2002), with researches making their first steps on imprinting that phenomenon (Fisher and Hanna, “The Dissatisfied Worker” 1931; Kornhauser and Sharp, “Employee attitudes; suggestions from a study in a factory” 1932; Hersey, “Workers’ Emotions in Shop and Home: A Study of Individual Workers from the Psychological and Physiological Standpoint” 1932; Hoppock, “Job Satisfaction” 1935; Roethlisberger and Dickson, “Management and the Worker” 1939), the field has presented academic development in the last 40 – 50 years (Luthans, 2005). That’s when the first books referring on the subject were published (Bennis, “Changing Organizations” 1966; Filley and House, “Managerial Process and Organizational Behavior” 1969; Luthans “Organizational Behavior” 1973). After being a subject of experimental studies and researches over the years, it acquired theoretical background, which was and still is being expanded. The widely accepted and shared behavior among employees is what is what is generally referred as organizational culture. (Lee and Yu, 2004). Organizational culture is a meaning open to a great variety of definitions, due to the different research context that various writers looked into. It is the summary of commonly adopted opinions, customs, and patterns preserved by the employees (Hai, 1986) and instructed to newcomers (Hampden Turner, 1990) and has to do with the unparalleled class of the corporation (Kilmann, Saxton, Sepra et al, 1985) or as Deal and Kennedy (1982) said more simply, “the way we do things around here”. Culture is also a matter of conflict on whether it is a factor of great importance or not. Although it is implemental for an achieving corporation (Molenaar et al, 2002), Newman and Chaharbaghi (1998) argued that organizations are created in order to take advantage of an existing opportunity, by using or creating some means of technology, which redounds to the specific type of functioning, who’s visible effects are culture’s key point of study. Thus, leading companies create cultures by adapting to market demands and others resort on adopting their culture profile in order to keep up.
Structure and purpose of the essay
A company that has been operating effectively for 31 years was chosen for the current study, aiming to give a closer look to its cognitive operation and procedures in order to identify those positive elements its culture features and those that are open to improvement, in order to approach the goals and strategic plans manifested by the company itself. It was preferred to address to each matter individually, mixing research results with relevant literature for the better understanding.
Method of collection
The data collection was based on qualitative research. It involved interviews taken from the owner and managing director of the company, department manager and full-time employees. The limitation on the choice of personnel interviewed was the minimum of ten years of working for the company. The organizational culture profile was used as the primary research instrument. More specifically, attention was given on cooperation and relationships between the members of the organization, communication and information sharing between employees as well as between employees and managers, motivation and evaluation, leadership,...
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