This paper reviews the key points and examines the validity of the concepts learned in week one and two reading assignment on the impact of organizational culture on the stakeholders of the organization and the organization.
The first article "3 Signs of a Dysfunctional Company" by Joanna L. Krotz, discusses how to recognize the "three telltale signs that your company is unhealthy and some possible ways to get it well again" (Krotz, 2003). It also explores the reasons behind the failure of organizational change efforts.
The second article "NASA 'Culture' to Blame Shuttle Report: 'Ineffective' NASA Leadership at Fault in Columbia Tragedy" by Paul Recer, analyzes internal problems and the organizational culture NASA, the world's largest space organization.
What is the culture of an organization? Culture is comprised of the assumptions, perceptions, values, norms, and tangible signs of the organization's members and their behavior. Organizational culture is the personality of the organization.
Schermerhorn, Hunt, and Osborn (2000) state "Just as no two individual personalities are the same, no two organizational cultures are identical and that cultural differences can a major impact on the performance of organizations and the quality of work life, experienced by their members" (p. 43). This source further demonstrates the impact of culture on the organization.
"3 Signs of a Dysfunctional Company"
In this article the author Joanna L. Krotz (2003) suggests the following three tell-tale signs that an organization is unhealthy: "You have leaders who fake it, You have bosses who like to point fingers, and You have a CEO who does not set priorities".
The example used in this article to illustrate an unhealthy organization is from the perspective of management consultant Linda Hanson of Dallas-based LLH Enterprises. "Ms. Hanson was called in to help turn around a Houston construction company that...