a computer with rebel heart
Read “A Computer with a Rebel Heart” in Organizing Genius and chapters 1-3 in your text, if you haven’t done so, and thoroughly answer the following questions.
1. Organizational culture is the set of key values, beliefs, and attitudes shared by members of an organization. Describe the organizational culture at PARC. Be specific.
At PARC, people were hired on the basis of their talent. The people who were hired even though were paid handsome; they cared less about the pay and focused on making the first computer. The members at PARC were left alone so they that they could do what they were capable of. This created a good momentum. Money did not matter for the members. Meeting was held every week and everybody was required to attend the meeting till the end where they shared their ideas and accomplishments. There weren’t any fixed set of rules for the employees and everybody knew what their role was. Some members were arrogant but they were left as it is considering their talent.
2. Chester Barnard maintained that managers must find ways to encourage workers to cooperate with each other and management willingly. This can occur through material incentives like rewards or nonmaterial incentives like recognition. Managers should also make clear what needs to be accomplished. Simply put, they must communicate with employees what the organization’s goals and purposes are. Barnard writes that the acceptance of authority also depends on how workers perceive authority. Given this, how would Chester Barnard regard the level of cooperation between PARC and the rest of Xerox?
At PARC, there was no fixed set of rules for the members. They knew what they were doing. Any kind of conflicts were resolved in a good way by Bob taylor who was like a supervisor or manager for the team. Even though PARC was an adjunct of Xerox, there was no intervention. Even after the development of sigma, PARC team decided not to use sigma because it was not compatible which created a heat
1. Organizational culture is the set of key values, beliefs, and attitudes shared by members of an organization. Describe the organizational culture at PARC. Be specific.
At PARC, people were hired on the basis of their talent. The people who were hired even though were paid handsome; they cared less about the pay and focused on making the first computer. The members at PARC were left alone so they that they could do what they were capable of. This created a good momentum. Money did not matter for the members. Meeting was held every week and everybody was required to attend the meeting till the end where they shared their ideas and accomplishments. There weren’t any fixed set of rules for the employees and everybody knew what their role was. Some members were arrogant but they were left as it is considering their talent.
2. Chester Barnard maintained that managers must find ways to encourage workers to cooperate with each other and management willingly. This can occur through material incentives like rewards or nonmaterial incentives like recognition. Managers should also make clear what needs to be accomplished. Simply put, they must communicate with employees what the organization’s goals and purposes are. Barnard writes that the acceptance of authority also depends on how workers perceive authority. Given this, how would Chester Barnard regard the level of cooperation between PARC and the rest of Xerox?
At PARC, there was no fixed set of rules for the members. They knew what they were doing. Any kind of conflicts were resolved in a good way by Bob taylor who was like a supervisor or manager for the team. Even though PARC was an adjunct of Xerox, there was no intervention. Even after the development of sigma, PARC team decided not to use sigma because it was not compatible which created a heat