University of Central Oklahoma Assigned Reading and Graduate Level Response

User Generated

Qrrcnx1992

Business Finance

University of Central Oklahoma

Description


Chapter 15. Foundations of Organization Structure

Chapter 16. Organizational Culture

Chapter 17. Organizational Change and Stress Management

Initial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter.Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion.

Also, provide a graduate-level response to each of the following questions:

  1. One of the main ways that culture is created and maintained within an organization is for the founder to only hire and keep employees who think and feel the same as he/she does. Discuss both the pros and cons of this idea and offer an opinion as to why this system can be effective?

Unformatted Attachment Preview

Essentials of Organizational Behavior Fourteenth Edition Chapter 15 Foundations of Organizational Structure Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. After studying this chapter you should be able to: 1. Identify the seven elements of an organization’s structure. 2. Identify the characteristics of the functional structure, the divisional structure, and the matrix structure. 3. Identify the characteristics of the virtual structure, the team structure, and the circular structure. 4. Describe the effects of downsizing on organizational structures and employees. 5. Contrast the reasons for mechanistic and organic structural models. 6. Analyze the behavioral implications of different organizational designs. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. What Is Organization Structure? • Organizational Structure: Defines how job tasks are formally divided, grouped, and coordinated – Key elements: 1. 2. 3. 4. 5. 6. 7. Work specialization Departmentalization Chain of command Span of control Centralization and decentralization Formalization Boundary spanning Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Key Questions and Answers Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Work Specialization • Work specialization: Describes the degree to which activities in the organization are subdivided into separate jobs – Also known as division of labor – Benefits ▪ Greater efficiency and lower costs – Costs ▪ Human costs when carried too far ▪ Job enlargement as a solution Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Work Specialization Economies Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Departmentalization • Departmentalization: Basis by which jobs are grouped together so that common tasks can be coordinated • Common bases: – – – – Functional Product or service Geography Process and customer Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Chain of Command • Chain of command: Unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom – Authority: positional rights – Unity of command: one boss • Fewer organizations find this is relevant Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Span of Control • Span of control: The number of employees a manager is expected to effectively and efficiently direct – Determines the number of levels and managers an organization has ▪ Trend is toward wider spans of control ▪ Wider span depends on knowledgeable employees ▪ Affects speed of communication and decision making Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Contrasting Spans of Control Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Centralization and Decentralization • Centralization: Degree to which decision making is concentrated at a single point in the organization – Only includes formal authority: positional rights – Highly centralized when top managers make all the decisions – Decentralized when front line employees and supervisors make decisions – Trend is toward increased decentralization Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Formalization • Formalization: Degree to which jobs within the organization are standardized – Formal: minimum discretion over what is to be done, when it is done, and how – Informal: freedom to act is necessary Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Boundary Spanning • Boundary spanning: When individuals form relationships outside their formally assigned groups – Liaison roles – Development activities ▪ Job rotations – Organizational goals and shared identity Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Common Organizational Designs • Three common organizational frameworks: 1. Simple structure 2. Bureaucracy 3. Matrix structure Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Simple Structure • Low degree of departmentalization • Wide spans of control • Authority centralized in a single person • Little formalization • Difficult to maintain in anything other than small organizations Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Bureaucracy • Highly routine operating tasks achieved through specialization – – – – – Formal rules and regulations Centralized authority Narrow spans of control Tasks grouped by functional departments Decision making follows the chain of command Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Functional and Divisional Structures • Functional structure: groups employees by their similar specialties, roles, or tasks • Divisional structure: groups employees into units by product, service, customer, or geographic market area Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Matrix Structure • Combines two forms of departmentalization – Functional – Product • Dual chain of command • Advantages: – Facilitates coordination and efficient allocation of specialists • Disadvantages: – Possible confusion, fosters power struggles, stress Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Matrix Structure for a College of Business Administration Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. New Design Options • Virtual Organization: A small core organization that outsources its major business functions – Highly centralized with little or no departmentalization – Provides maximum flexibility while concentrating on what the organization does best – Reduced control over key parts of the business Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. A Virtual Organization Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. The Team Structure • Team structure: – – – – Eliminates the chain of command Has limitless spans of control Replaces departments with empowered teams Breaks down geographical barriers Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. The Circular Structure • Circular structure: Top management is at the center of the organization with its vision spreading outward in rings grouped by function – May be confusing for employees – May be used to spread CSR initiatives Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. The Leaner Organization: Downsizing • Downsizing: A systematic effort to make an organization leaner by selling off business units, closing locations or reducing staff – Controversial because of the negative impact on employees – Impact on organizational performance has been very controversial Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Organizational Design Models Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Determinants of Structure • Organizational Strategy – Innovation strategy: introduce new offerings-prefer organic structures – Cost-minimization strategy: cost control–prefer mechanistic structures – Imitation strategy: minimal risk and maximum profit– both structures used Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Optimal Structural Option Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. More Determinants of Structure • Organization Size – Move toward mechanistic structure as size increases • Technology – Routine activities prefer mechanistic structures, nonroutine prefer organic structures Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Still More Determinants of Structure • Environment – – – – Dynamic environments lead to organic structures Capacity Volatility Complexity • Institutions – Act as guidelines for appropriate behavior Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. The Environment Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Organizational Designs and Employee Behavior • Cannot generalize any link between structure and performance • Consider employee preferences for: – – – – Work specialization Span of control Centralization Predictability versus autonomy • National culture influences organizational structure – High power distance cultures accept mechanistic structures Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Implications for Managers • Specialization can make operations more efficient, but excessive specialization can create dissatisfaction and reduced motivation. • Avoid designing rigid hierarchies that overly limit employees’ empowerment and autonomy. • Balance the advantages of remote work against the potential pitfalls before adding flexible workplace options. • Downsize your organization to realize major cost savings, and focus the company around core competencies-but only if necessary because downsizing can have a significant negative impact on employee affect. • Consider the scarcity, dynamism, and complexity of the environment, and balance the organic and mechanistic elements when designing an organizational structure. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Copyright Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Essentials of Organizational Behavior Fourteenth Edition Chapter 16 Organizational Culture Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. After studying this chapter you should be able to: 1. Describe the common characteristics of organizational culture. 2. Compare the functional and dysfunctional effects of organizational culture on people and the organization. 3. Identify the factors that create and sustain an organization’s culture. 4. Show how culture is transmitted to employees. 5. Describe the similarities and differences in creating an ethical culture, a positive culture, and a spiritual culture. 6. Show how national culture may affect the way organizational culture is interpreted. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Organizational Culture • Organizational culture: A system of shared meaning held by members that distinguishes the organization from other organizations Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Characteristics of Organizational Culture 1. 2. 3. 4. 5. 6. 7. Innovation and risk taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Culture Is a Descriptive Term Culture Job Satisfaction • Organizational culture • Measures affective is concerned with how responses to the work employees perceive an environment: organization’s culture, concerned with how not whether or not they employees feel about like it the organization • Descriptive • Evaluative Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Do Organizations Have Uniform Cultures? • The dominant culture expresses the core values that are shared by a majority of the organization’s members • Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences of members – Subcultures mirror the dominant culture but may add to or modify the core values Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Strong versus Weak Cultures • In a strong culture, the organization’s core values are both intensely held and widely shared • Strong cultures will: – Have great influence on the behavior of members – Increase cohesiveness – Result in lower employee turnover Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Culture versus Formalization • High formalization creates predictability, orderliness, and consistency • A strong culture achieves the same end without the need for written documentation Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. The Functions of Culture • • • • • Defines boundaries Conveys a sense of identity Generates commitment beyond oneself Enhances social stability Sense-making and control mechanism Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Culture Creates Climate • Organizational climate: The shared perceptions organizational members have about their organization and work environment – Positive climate is linked to higher customer satisfaction and financial performance Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. The Ethical Dimension • Ethical work climate (EWC): Shared concept of right and wrong behavior in the workplace that reflects the true values of the organization and shapes the ethical decision making of its members Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Culture and Sustainability • Sustainability: Organization practices that can be sustained over a long period of time because the tools or structures that support them are not damaged by the processes Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Culture and Innovation • Culture and innovation: Innovative companies are characterized by their open, unconventional, collaborative, vision-driven, and accelerating cultures • Culture as an asset: Culture can contribute to an organization’s bottom line Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Culture as a Liability • Institutionalization Behaviors and habits go unquestioned – can stifle innovation • Barriers to change Culture is slow to change – even in a dynamic environment • Barriers to diversity Culture seeks to minimize diversity Can embed prevalent bias and prejudice • Barriers to acquisitions and mergers Cultural incompatibility can be a problem Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. How a Culture Begins • Ultimate source of an organization’s culture is its founders • Founders create culture in three ways 1. Hiring and keeping those who think and feel the same way they do 2. Indoctrinating and socializing those employees to their way of thinking and feeling 3. Acting as a role model and encouraging employees to identify with them Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Keeping a Culture Alive • Selection: seek out those who fit in • Top management: establish norms of behavior by their actions • Socialization: help new employees adapt to the existing culture Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. A Socialization Model • Pre-arrival: initial knowledge about the organization and own unique ideas • Encounter: exposed to the organization • Metamorphosis: member changed to fit within the organization Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Entry Socialization Options • Formal: new workers separated for training • Collective: group basis • Fixed: planned activities • Serial: role models used • Divestiture: strip away characteristics to build up new ones • Informal: new workers immediately put to work • Individual: one-on-one • Variable: no timetables • Random: on your own • Investiture: accepts and confirms existing characteristics Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Summary: How Cultures Form • Success in employee socialization depends on management’s selection of socialization methods and the closeness of new employees’ values to those of the organization Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. How Employees Learn Culture • Culture is transmitted to employees through: – Stories: provide explanations – Rituals: reinforce key values – Material symbols: convey importance, degree of egalitarianism desired, and appropriate behaviors – Language: identify and segregate members Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Creating an Ethical Organizational Culture • A strong culture with high risk tolerance, low-tomoderate aggressiveness, and a focus on means as well as outcomes is most likely to shape high ethical standards – – – – – Managers must be visible role models Communicate ethical expectations Provide ethical training Visibly reward ethical acts and punish unethical ones Provide protective mechanisms Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Creating a Positive Organizational Culture • A positive organizational culture emphasizes: – – – – Building on employee strengths Rewarding more than punishing Encouraging vitality and growth Recognizing outside context Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. A Spiritual Culture • Workplace spirituality: recognizes that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community • Characteristics of a spiritual organization: – – – – Benevolence Strong sense of purpose Trust and respect Openmindedness Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. The Global Context • Organizational culture can reflect national culture and it can transcend national boundaries – Managers need to be culturally sensitive: ▪ ▪ ▪ ▪ Talk in a low tone Speak slowly Listen more Avoid discussing religion and politics • Ethical decision making can be culture-bound Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Impact on Employee Performance and Satisfaction Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Implications for Managers • Realize that an organization’s culture is relatively fixed in the short term. • Hire individuals whose values align with those of the organization; these employees will tend to remain committed and satisfied. • Understand that employees’ performance and socialization depend to a considerable degree on their knowing what to do and not do. • You can shape the culture of your work environment. • Understand the cultural relevance of your organization’s norms before introducing new plans or initiatives overseas. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Copyright Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Essentials of Organizational Behavior Fourteenth Edition Chapter 17 Organizational Change and Stress Management Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. After studying this chapter you should be able to: (1 of 2) 1. Contrast the forces for change and planned change. 2. Describe ways to overcome resistance to change. 3. Compare the four main approaches to managing organizational change. 4. Demonstrate three ways of creating a culture for change. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. After studying this chapter you should be able to: (2 of 2) 5. Identify the potential environmental, organizational, and personal sources of stress at work as well as the role of individual and cultural differences. 6. Identify the physiological, psychological, and behavioral symptoms of stress at work. 7. Describe individual and organizational approaches to managing stress at work. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Forces for Change • • • • • • Nature of the workforce Technology Economic shocks Competition Social trends World politics Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Reactionary versus Planned Change • Change: Making things different • Planned change: Change activities that are intentional and goal oriented • Change agents: People who act as catalysts and assume the responsibility for managing change activities Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Resistance to Change • People tend to resist change, even in the face of evidence of its benefits – Can be positive if it leads to open discussion and debate • Remember, not all change is good – Change agents need to carefully think through the implications Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Sources of Resistance Individual • • • • • Habit Security Economic factors Fear of the unknown Selective information processing • • • • • Organizational Structural inertia Limited focus of change Group inertia Threat to expertise Threat to established power relationships and resource allocations Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Overcoming Resistance to Change 1. 2. 3. 4. 5. 6. 7. 8. Communication Participation Building support and commitment Developing positive relationships Implementing changes fairly Manipulation and cooptation Selecting people who accept change Coercion Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Approaches to Managing Organizational Change • • • • Lewin’s Three-Step Model of Change Kotter’s Eight-Step Model of the Change Process Action Research Organizational Development Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Lewin’s Three-Step Model Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Unfreezing the Status Quo Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Kotter’s Eight-Step Plan 1. 2. 3. 4. Create urgency Form coalition Create new vision Communicate the vision 5. Empower others 6. Reward “wins” 7. Consolidate improvements Movement Unfreezing Refreezing 8. Reinforce the change Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Action Research • Action research: Change process based on the systematic collection of data and the selection of a change action based on what the analyzed data indicate • Five steps: 1. 2. 3. 4. 5. Diagnosis Analysis Feedback Action Evaluation Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Organizational Development • Organizational development: A collection of change methods that try to improve organizational effectiveness and employee wellbeing Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. OD Interventions 1. Sensitivity Training Change behavior through unstructured group interaction 1. Survey Feedback Gathering data and acting on it 2. Process Consultation Using outside consultants 3. Team Building Increase trust and openness 4. Intergroup Development Change attitudes, stereotypes, and perceptions 5. Appreciative Inquiry Discovering what the organization does right Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Creating a Culture for Change • Paradox theory: The key paradox in management is that there is no final optimal status for an organization Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Stimulating a Culture of Innovation • Innovation: A new idea applied to initiating or improving a product, process, or service • Sources of innovation: – – – – Organic structure Long tenure in management Slack resources High interunit communication • Context and innovation • Idea champions and innovation Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Idea Champions • Idea champions: Managers who actively and enthusiastically promote an idea, build support, overcome resistance, and ensure that innovation is implemented – Have high self-confidence, persistence, energy, and acceptance of risk – Use inspiration and vision to gain commitment – Have decision-making discretion Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Creating a Learning Organization • Learning organization: An organization that has developed the continuous capacity to adapt and change • Managing learning: – Establish a strategy – Redesign the organization’s structure – Reshape the organization’s culture Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Characteristics of a Learning Organization Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Work Stress • Stress: A dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what is desired and for which the outcome is perceived to be both uncertain and important Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Types of Work Stress • Challenge Stress: associated with workload, pressure to complete tasks, and time urgency – Can be positive • Hindrance Stress: comes from obstacles to achieving goals – Mostly negative • Usually stress is associated with demands and resources Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. A Model of Stress Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Managing Stress Organizational 1. 2. 3. 4. 5. 6. Selection and placement Goal-setting programs Job redesign Employee involvement Employee sabbaticals Organizational communication 7. Wellness programs • • • • Individual Time management Physical activity Relaxation techniques Social support network Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Implications for Managers • You are a change agent for your organization. The decisions that you make and your role-modeling will help shape the organization’s change culture. • Your management policies and practices will determine the degree to which the organization learns and adapts to changing environmental factors. • Some stress is good. • You can help alleviate harmful workplace stress for you and any employees you supervise by accurately matching workloads to employees, providing employees with stress-coping resources, and responding to their concerns. • You can identify extreme stress when performance declines, turnover increases, health-related absenteeism increases, and engagement declines. Stay alert for early indicators and be proactive. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Copyright Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Purchase answer to see full attachment
Explanation & Answer:
500 words
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Explanation & Answer

View attached explanation and answer. Let me know if you have any questions.

Running Head: ASSIGNED READING AND GRADUATE-LEVEL RESPONSE

Assigned Reading and Graduate-Level Response
Student Name
Professor Name
Course title
Date of submission

1

ASSIGNED READING AND GRADUATE-LEVEL RESPONSE

2

The chain of command and span of control in Chapter 15 were the two most important
concepts that I found interesting and worth my understanding. Additionally, organizational
culture and organizational climates in chapter 16 and work stress in chapter 17 are other concepts
that I found to be interesting in this week's reading.
I found the chain of command interesting since it promotes responsibility and defines the
boundaries of leadership and decision-making authority within an organization. Managers
developing a structural hierarchy inside their firm may help determine expectations at all levels
and inform workers about who to approach for assistance in particular scenarios. It is critical to
comprehend the breadth of practice and performance structure when discussing an organization.
"Span of control" is the number of employees that one manager or supervisor controls, oversees,
and manages. An organization's efficiency may be assessed using the measure of the span of
control, but only if the firm structure is taken into account (Robbins & judge, 2018).
Organizational culture and environment significantly impact a company's performance
since they contribute significantly to employee morale, effective leadership, diversity,
cooperation, and collaboration. The organizati...


Anonymous
I use Studypool every time I need help studying, and it never disappoints.

Studypool
4.7
Trustpilot
4.5
Sitejabber
4.4

Similar Content

Related Tags