The paper "Organizational Commitment for Knowledge Workers" is a wonderful example of a Management Assignment. The organizational culture of a company is different from one company to the other depending on the goals of the company. Some of the companies may be bureaucratic and only require employees to be formal in terms of interaction and operations while other companies require good results and not formalities “ Alvesson, 9” . Mike who is an economist is not satisfied with his job in the Department of Agriculture as the organizational culture is too bureaucratic and only requires the employees to be formal.
He, therefore, proceeded to look for a job that was more challenging for the purposes of enhancing his career. He lands a job at Unlimited Electronics where the organizational culture is different. The organizational culture is not bureaucratic and it allows the free interaction of the employees and the managers. However, the organizational culture is favorable for individuals who are creative and aggressive in their work. Corrigan who is an aggressive new employee takes advantage of the organizational culture and interacts more with the mangers which win him recognition.
He is even awarded for his performance and has a bright future. However, most of his ideas are obtained from Mike who works hard but is not aggressive. He fails to get recognized despite his hard work. Most of the managers also rely on his reports and yet he does not get recognized. During the evaluation, he was evaluated by a manufacturing manager who had not been working with him as the company allows any manager to evaluate the employees. This gets him worried as the evaluation does not go on well.
The paper thus discusses the situation in relation to organizational culture. Statement of the problem Some of the employees don not fit in the organizational culture of the company which results in attrition. This problem has the potential of making the employees resign and it can only be solved through reorganization of the organizational culture to recognize hard work and commitment of the employees in order to guarantee their continuous stay in the company. Analysis of the problem The organizational culture of the company recognizes the aggressiveness of the employees which is the opposite of their hard work.
The employees who frequently interact with the managers receive more recognition as compared to those who do not. It impacts negatively on the employees who are not aggressive and outgoing. Individuals who are more outgoing are also favored by the organizational culture of the company. Mike, who is innovative and hardworking, is faced with the problem of being sidelined and overshadowed by the managers and a fellow employee Corrigan. This is because Corrigan is more outgoing and aggressive which has enabled him to win the praise and appreciation from the managers.
This has resulted in frustrations on the part of Mike whose ideas are mainly utilized by the managers. The problem highlights one of the weaknesses of an organizational culture that is not bureaucratic and it allows the informal interaction of the employees with the managers. This is because the employees who interact more with the managers are more likely to gain their recognition. The work done by the employees is not recognized if they are not aggressive and outgoing.
This contributes to frustrations being experienced by the employees. The theory of transformational theory emphasizes that a leader has to promote innovations (Andriessen, 321). This also impacts on the organizational culture as transformational leadership encourages free interactions with the employees. This concept is being used in the company and hence impacting the organizational culture based on the interaction between members. It is thus important to note that organizational culture has both positive and negative impacts on the employees. The failure of the employees to adapt to the organizational culture leads to negative consequences and frustration.
The development of the employee is thus dependant on the organizational culture in most of the companies (Jones, 12).
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