Organizational Culture Essay

Social equity was presented to public administration first by H. George Frederickson in the 1960s after the Standing Panel on Social Equity in Governance was created by the National Academy of Public Administration (NAPA) (Johnson, 2012). Social equity is the fourth pillar of public administration by the NAPA (Norman-Major, 2011). According to the panel their definition of social equity is “fair, just and equitable management of all institutions serving the public directly or by contract” (Johnson, 2012). In Wooldridge, & Gooden (2009) they state that the idea of social equity in public administration is inseparably linked to John Rawls’s A Theory of Justice (1971). Rawls developed the principle of justice as fairness. Fairness is justice would mean that people have equal rights to basic liberty (Rawls, 1971). To be discussed will be comparison and differences between many author overtime that has touch social equity regarding its definition, challenges along with the overall conclusion. The fact that the use of these notions has evolved in different ways over time (Herrera, 2007) is why this is being mentioned.

All employees analyze their environment and strive to be recognized and rewarded for their hard work and dedication they put into the company, in a word they are seeking justice. Justice can be defined as a person receiving what they feel they are entitled to and if they do not receive what they deserve, the situation may boarder on injustice. Unfortunately in today’s society justice and appreciation are not given out to all those deserving (Pinder, 1998). Within the Equity theory there are three justice theories. The first of which is distributive justice, this touches on if the referent feels that the outputs are fair that are given to the employees. This comes into play

When the resources in a society are distributed unevenly it leads to social inequality. Often inequality is understood as being socio-economic and it is now closely associated with social inequality. “Social inequalities are differences in income, resources, power and status within and between societies. Such inequalities are maintained by those in powerful positions via institutions and social processes.” (Warwick-Booth, 2013 p.2)

Social inequality is the reality of unequal chances and rewards for diverse social positions or categories

Although one often blames the existence of hierarchy on factors such as discrimination and outside pressure, the essential cause of hierarchy is actually human’s competitive nature. Instead of wanting to share fair

Homan’s law of inequality states that friendships tend to be focused among people of the same ranking and if one member of a certain ranking has a close connection with a member of another rank, they tend to lose ties to the members within their own rank. Homan also predicts that within any group the emotional affections among members will be stronger among those of a similar rank than of those among members of different ranks. People need to separate themselves into different rankings, wither it be by class, gender, race, age, religion, or skills. This needs to occur because of the influences of political economy. In order to have a set organizational establishment, power and the distribution of resources has to have an established system.

When thinking about social institutions and how they shape society, it becomes clear that they have a very large role in maintaining inequality. The very nature of social institutions make them very hard to change and when an institution begins based on, or allowing for inequality, it can be extremely difficult for things to change.

The importance of organizational justice cannot be overlooked in today competitive business where individual, group, team, leadership, and organizational behavior are paramount. The diversity behaviors need to be treated with extreme caution as they can make or break an organization. The development of a competent and reliable workforce that promotes the organization’s growth can be realized by advancing two components of organizational justice – distributive and procedural. Largely, organizational justice is associated with workplace

The OCI Circumplex showed that the company has a culture with moderately strong Oppositional and Humanistic-Encouraging styles. It also significantly displays Avoidance and Self-Actualizing styles. The two least prominent styles are Perfectionistic and Approval. At first glance, the organization may seem to be working against itself, since the styles are on opposite sides of the

Power and Politics organization theory was derived from the “modern” structural organization in the 1970’s to its present today. In the “modern” structural, organizational economics, and systems/environment theories of organization, organizations are assumed to be rational institutions with its primary purpose is to accomplish established goals. People in formal authority set goals. The question is how best is it to design and manage organizations in achieving its purpose effectively and efficiently? Politics plays an increasing role as individuals merge into the work force. Power, politics and influence are essential and permanent fact of organizational life (Shafritz, Ott, & Jang, 2011).

There are four major culture types within an organization, namely the Clan, Adhocracy, Hierarchy and the Market (Kim & Quinn, 1999). These four cultures are translated into a model, named the Competing Values Framework. This framework shows the cultures, organized between two dimensions. The framework shows which culture coincides with which dimension, to show the effectiveness of the organization and the organizational culture.

Strong culture is said to exist where staff respond to stimulus because of their alignment to organizational values. Conversely, there is Weak Culture where there is little alignment with organizational values and control must be exercised through extensive procedures and

Study in organizational culture began in the early 1980s. Organizational culture is “work group culture” and involves organization’s personality. Organizational culture includes shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms and values (Fred Lunenburg, Allan Ornstein, 2012, p. 55). Most organizational cultures include observed behavioral regularities, norms, dominant values, philosophy, rules, and feelings. Organizational cultures includes certain input such as the energy imported by organizations from the environment in the form of information, people, and materials (Fred Lunenburg, Allan Ornstein, 2012, p. 55). This input energy must guide organizational behavior toward shared goals and process. Organizations produce an output because of the input into the

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

Extractive and Inclusive institution was the major theme of this book and analyzing why inequality is still so apparent in most of the world.