A Culture That Harbors Varying Personalities And Management Styles That Helps Spur Innovation And Productivity

Thomas Green's ambition has put him in a problematic position at Dynamic Displays. After an extremely short tenure at the company, Green was subsequently able to impress many key decision makers in the organization with his remarkable salesmanship as well as the interpersonal skills that gained remarkable success with his clients. Shannon McDonald,

Workplace culture is often hard to describe, because it means something different in every organisation and many times employees feel it’s ‘just the way things are’. But so often it can define a company and when it’s not working well, everyone knows about it.

Goodman’s article reveals the life of a man who “worked himself to death”. He is very distant from his family who resents the company he worked for because they required so much of him. Phil is described as “A perfect Type A, a workaholic, a classic.” A perfect Type A refers to personality, generally someone that is a leader. With this comes a person who is too competitive, impatient, status conscious, maybe even a little high strung. This is

The trait approach describes CDER’s leader because he demonstrates intelligence, self-confidence, integrity, determination, and is sociable. Mr. Parks provides the skills approach toward the entire staff by having a humorous side. In addition, he is more conceptual than technical. Furthermore, he refrains from micromanage; his style approach revolves around the team management (9,9) because he places strong emphasis on

Thomas Green was views as a high performing account executive who, within his first four months at Dynamic Displays, completed a contract with one of the largest airlines carriers. His performance was quickly noticed by senior executives at Dynamic Displays, including division vice president Shannon McDonald. The professional exposure Green gained with McDonald resulted in her promoting him to senior market specialist, reporting to Frank Davis. , McDonald seemed excited to promote Green but also informed him that he needed to compensate his lack of management experience by seeking guidance from more seasoned managers as well as he must “think strategically as well as

According to Robbins and Judge, organizational culture is, “a system of shared meaning held by members that distinguishes the organization from other organizations” (Robbins 249). A strong organizational culture is one whose organization’s core values are both intensely held and widely shared. After viewing Enron: The Smartest Guys in the Room, it is obvious that Enron had not only an organizational culture that was strong, but one that was extreme and aggressive. This aggressive and strong organizational culture discouraged both teamwork and ethical behavior and in the end it only plagued Enron until it eventually collapsed under its downfall.

On the other hand Davis can also take a step towards relating to the new situation where Davis is the new senior Marketing Specialist and try to take maximum advantage of his positive qualities. He should trust Thomas in growth forecasting as Thomas is closer to the

Most of the physical resources of the world have been discovered and nearly all are fully acquired and applied for specific purposes. However, as technology and globalization have transformed the business world, future business successes depend upon innovation and creativity, such as the newest app (e.g. Facebook, Twitter, Instagram, etc.) for growth and continued development. The businesses that understand how to best encourage innovation and creativity with their organizational climate and culture are best prepared to succeed. These types of businesses can have the nurturing environments that stimulate innovation and creativity for continued growth.

The personality that is portrayed by Alex is that he is the best and no one can do it better. This type of personality causes a problem in communication and has a negative effect on stakeholder and other members of upper-management. Understandably his direct supervisor, Sam Glass wants to keep Alex on his team because of his performance of meeting the project goals and finishing them on time and in budget. Unfortunately Glass is receiving negative comments from his colleagues over Alex’s negative personality when dealing with members of the organization.

(1) Green is overly confident and too much focused on his independent working attitude. He does not conform to the company standard. (2) His lack of experience for the role, aggressive behavior and not being relative to his supervisors makes him stressed to deliver for this new position.

As far back as history can be told mankind has struggled between balancing culture, power and politics. Many wars have been fought and many people have placed their lives on the line in order to stand up for what they believe in. The combinations of culture, power and politics have spilled over into the workplace. In today’s business environment individuals have much more to worry about than just completing their assigned tasks. Organizational culture, power and office politics influence day to day operations as well as govern the atmosphere within the organization. The amount of impact that power and politics have in the workplace, directly reflect the organization’s culture formally as well as informally.

1. I feel that Green is underperforming in his new role. I can attribute this to a few things:

Q.2 A. Thomas Green has portrayed a formalist structure in which he has focused too much on the company’s hierarchy and neglected opportunities that could have emerged from informal connections. He is also a biased leader, as he sought advice or shared his knowledge with other managers and his contacts from his previous job, which reinforced his biases instead of giving him a fresh or contradictory perspective. He also shows signs of a disconnected expert, who sticks with people that keep him focused on safe competencies instead of pushing him to develop new proficiencies.

Organizational culture has been described as shared values and beliefs that underline a company’s identity. A strong culture that encourages employees from the top to the bottom in adaptation and change can increase organizational performance by energizing and motivating employees, shape behaviors, unify personnel in the goals / objectives and align employee’s actions with the priorities of the company (Daft, R., 2013). Creating a constructive culture should be a manager’s top priority because the right culture will propel a company into a top performer in its industry.

The shared characteristics and, in some cases, perception of employees create what is known as organizational culture. A strong culture constructs a unified employee atmosphere, whereas a weak culture lacks a shared sense of distinction between employees. An employee’s heritage or individual culture, although different than, affects the overall organizational culture of companies. Like society, sub-cultures exist within organizations. Formed by departmental function, geographical location, and/or the personalities of employees, sub-cultures include employees who continue to adhere to the organizations’ overall culture, but have additional independent characteristics. Employees’ individual heritage, along with the culture and