The paper "Managing Corporate Culture, Employee Motivation, and Workforce Diversity" is a great example of management coursework. The management of modern organizations has undergone sharp transformations as compared to the past. This is owing to the new management challenges which come up worth time. With increased competition, there is a need for organizations to come up with the most appropriate management structures which enable them to embrace sustainably hence remain relevant in the market. Some of the major management issues in modern organizations include management of the corporate culture, employee motivation, and the management of diversity.
The following essay will give a deep insight into these three management functions and will borrow heavily from three-course readings namely: Rethinking Organizational Behavior by Jackson, N., and Carter, P.‘ Can culture be managed? Working with “ raw” material: the case of the English slaughtermen’ by Ackroyd, S., and Crowdy, P and ‘ Subtle (and Not So Subtle): Discrimination in Organizations’ by Dipboye, R., And Halverson, S. The arguments in these articles will form the basis for the arguments in the essay. Managing Corporate Culture Corporate/organizational culture is a set of practices, beliefs, and values which an organization upholds (Brewis 2006, p. 347).
The type of corporate culture which an organization upholds determines the degree of success in it. The article by Ackroyd, S., and Crowdy, P titled Can culture be managed? Working with “ raw” material: the case of the English slaughtermen’ . The article aims at identifying the abilities of organizational human resource management to manage the corporate culture of an organization. Key to the man argument in the paper is the analysis of whether corporate culture is a set of values and beliefs in an organization or it is occupational culture.
The article analyses a case study on slaughtermen in the abattoir environment. The nature of the occupation of slaughtermen is to slaughter animals via a process that is focussed on disassembling animal carcasses. The raw material in the slaughterhouse is animals while the output is meat. Their work is highly repetitive and considered to be dirty work by the outside world owing to the direct contact with blood and animal waste (Acroyd & Crowdy n. d, p. 4).
Acroyd, S., & Crowdy P., n.d. Can Culture Be Managed? Working With ‘Raw’ Material. Personnel Review, pp. 3- 14
Brewis, J. 2006. ‘Culture’ in Knights, D. and Willmott, H. (Eds.) Introducing Organisational Behaviour and Management London: Thompson.
Dipboye, R. And Halverson, S. (2004) ‘Subtle (and Not So Subtle): Discrimination in Organizations’ in Griffin, R. and O’Leary-Kelly, A. (Eds.) The Dark Side of Organizational Behavior, Wiley, San Francisco.
Jackson, N. and Carter, P. (2007) Rethinking Organisational Behaviour Second Edition, Prentice Hall, London.
Jaffee, D. 2001. Organization Theory: Tension and Change McGraw Hill, Boston.
Knights, D. and Roberts, J. 1982 ‘The Power of Organization or the Organization of Power’ Organization Studies. Vol.3, No.1, pp. 47-63
Konrad, A. 2003. Special Issue Introduction: Defining The Domain Of Workplace Diversity Scholarship’ Group & Organization Management 28 (4): 4-17.
Rose, N. 1990. Governing the Soul: The shaping of the private self, London; Routledge