Search results
Results from the WOW.Com Content Network
Managerial Dilemmas: The Political Economy of Hierarchy is a 1992 book by Gary J. Miller, at the time Professor of Political Economy at Washington University in St. Louis. Miller argues that corporate culture must inspire loyalty in workers to go beyond direct incentives.
Organizational conflict, or workplace conflict, is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected.
Organizational culture influences how people interact, how decisions are made (or avoided), the context within which cultural artifacts are created, employee attachment, the organization's competitive advantage, and the internal alignment of its units.
Participatory decision-making by the top management team can ensure the completeness of decision-making and may increase team member commitment to final decisions. In a participative decision-making process each team member has an opportunity to share their perspectives, voice their ideas and tap their skills to improve team effectiveness and ...
Managerialism is the idea that professional managers should run organizations in line with organizational routines which produce controllable and measurable results. [1] [2] It applies the procedures of running a for-profit business to any organization, with an emphasis on control, [3] accountability, [4] measurement, strategic planning and the micromanagement of staff.
Culture shapes the prevalence of cultural factors: decision content, decision motives, and situational demands and affordances. For instance, consider the mundane action of opening the refrigerator; Americans are said to labelled this action as a "decision" more than the Indian counterparts.
Cross-cultural organizational behavior refers to the overall behaviors that a cross-cultural leader should embody; that is, “cross-cultural similarities and differences in processes and behaviors at work, and the dynamics of cross-cultural interfaces in multicultural domestic and international contexts”.
The types of issues that cause employees to dissent vary. The majority of employees expressed dissent due to resistance of organizational change. Other factors include employee treatment, decision making tactics, inefficiency, role/responsibility, resources, ethics, performance evaluations, and preventing harm (Kassing, 2002).