Organizational Behavior Mgt/331 Essay

1093 words - 5 pages

AbstractThis paper reviews the key points and examines the validity of the concepts learned in week one and two reading assignment on the impact of organizational culture on the stakeholders of the organization and the organization.The first article "3 Signs of a Dysfunctional Company" by Joanna L. Krotz, discusses how to recognize the "three telltale signs that your company is unhealthy and some possible ways to get it well again" (Krotz, 2003). It also explores the reasons behind the failure of organizational change efforts.The second article "NASA 'Culture' to Blame Shuttle Report: 'Ineffective' NASA Leadership at Fault in Columbia Tragedy" by Paul Recer, analyzes internal problems and ...view middle of the document...

The author's definition and solutions to the three signs are: "leaders who fake it" defined as leaders who do not care, listen, or participate as a team member. Solution: "you can't ask employees to do anything you're not willing to do yourself." "Bosses who like to point fingers" defined as bosses who blame others, one that stagnates, and penalizes experimentation or trust. Solution: "put your trust in the people you hire and give every employee sincere responsibility." "CEO who does not set priorities" defined as no one in charge, lack of communication, no coordination of the company agenda. Solution: "company leaders must set the mission and the agenda"(Krotz, 2003).This article explained that cultivating organizational culture, values, building relationships and a reputation within its markets and with all stakeholders (staff, shareholders, customers, suppliers, partners and regulatory and official bodies) rests with the CEO or retooling the way an organization reacts to problems, at least.NASA 'Culture' to BlameThis article subtitled "Shuttle Report: 'Ineffective' NASA Leadership at Fault in Columbia Tragedy" by Paul Recer, focuses on the reported findings and recommendations of the Columbia Accident Investigation Board (CAIB), who investigated the cause or causes of the Columbia shuttle tragedy on February 01, 2003.The CAIB investigation reports "NASA's organizational culture had as much to do with this accident as foam did". The CAIB defended this position in "a stinging 248-page report stating the space agency lacks "effective checks and balances, does not have an independent safety program, and has not demonstrated the characteristics of a learning organization" (Recer, 2003). Management cultivated a culture that "discouraged dissenting views on safety issues and created "blind spots" (Recer, 2003).The report concludes that "Congress and the White House shares the blame, because budget constraints, reduced staff, and cost cutting" (Recer, 2003). The constant pressure to reduce or save on costs creates and inferior product, and indifference. The deterioration of the infrastructure created a culture lacking in a quality product, pride in workmanship, and acceptance of risk to save...

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