Group Dynamics In The Devil Wears Prada

Most of our organizational life is scripted and the members play their roles accordingly with approved dress code within the rules of conduct. This theory exhibits how some organizations keep up perception of innovativeness and confidence in management rather than how an organization is doing and how their performance can be effective. This concept makes me think of the cultural aspect of my organization. Within my organization, the administrators worry more about keeping up appearance of being considered successful organizations rather

“The Devil Wears Prada” is a movie about a naïve, yet smart young woman named Andrea Sachs, and her journey to becoming a journalist. Andrea, also known as Andy, graduated from Northwestern University and interviewed for a job at Runway, a major fashion magazine in New York City. Being a simple young woman, Andy wasn’t necessarily up to speed with the fashion industry, but ended up landing the job. Miranda Priestly, editor in chief at Runway hired Andy because she was “different” from any of her previous assistants. If Andy worked as an assistant to Miranda for at least a year, she was under the impression that she could easily be hired as a journalist in the future. The only problem was

The film The Devil Wears Prada is about the personal transition of Andrea Sachs who is played by Anne Hathaway. In the film, Andrea seeks to get a job working for Miranda Priestly, the Editor in Chief of Runway Magazine, who is played by Meryl Streep. Runway is a fashion magazine, and although Andrea shares no interest in fashion or the fashion industry, she wants the job because she was informed that anyone that works for Miranda for a year without being fired will be given the chance to be promoted to a job position of their dreams. Since, Andrea aspires to be a journalist for The New Yorker; she believes that working for Miranda for a year and with Miranda's contacts, she will able to obtain her dream job. However, with Miranda's

According to The Journal for Quality and Participation, "a company's culture is embedded in its DNA." With that being said, establishing a productive organizational culture is a crucial component to the success of the company, even before they are in business. In a nutshell, "organizational culture is a system of shared assumptions....which governs how people how people behave in a culture." When employees of a company are aware of what is expected and accepted, they are more likely to perform their jobs according to those set standards. Whether it be how they dress, speak, or respond to diversity, each area in an organization is highly affected by the culture. Due to the fact that organizational culture is what ultimately

The company’s internal culture is predominantly laid back. There is no dress code, and language is informal. After the President, there is no defined hierarchy. These factors encourage a familial atmosphere and team concept.

*  People Shape the Culture. Personalities and experiences of employees create the culture of an organization. For example, if most of the people in an organization are very outgoing, the culture is likely to be open and sociable. If many artifacts depicting the company’s history and values are in evidence throughout the company, people value their history and culture. If doors are open, and few closed door meetings are held, the culture is unguarded. If negativity about supervision and the company is widespread and complained about by employees, a culture of negativity, that is difficult to overcome, will take hold.

Organizational structure has been set up to facilitate all goal achievements. It is a way to motivate their employees and get them to work together. It also helps its employees to follow the organizations goals, and work together as a team. In order to do this, they need to have an organized structure to be able to run the company smoothly. A main foundation of every organization is to post their mission statement and goals everywhere so that their employees can see them. An organizational culture can consist of common shared beliefs and values that are established by the organization’s leader, and then communicated and reinforce through various methods, this helps shape employee perceptions, behaviors and understanding. Overall, organizational structure and culture can effect progress of many organizations in a positive and negative way.

When an organization does not use a holistic approach towards their culture, structure and systems, the organization could create a poor working environment for its employees and poor results for their customers. An example of culture, structure and systems not working well together can be seen in General Motors (GM). GM prior to its bankruptcy was seen to be a “highly bureaucratic company in which brands, departments and regions operated like self-governing and competing states with a federation” (Smerd, J. 2009).

Thesis: For the ability to join this 30% of those lucky people, I would fulfill my dream job of working in fashion public relations.

“Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations” (Baack, 2012). These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. Culture plays a huge role in the guiding of the behaviors of employees of an organization. There are three stages of culture that interact with one another to influence the behaviors in the organization. These stages are: observable artifacts, espoused values, and enacted values.

Before this chapter I thought organization’s culture was only internal and outside factors only affect the brand and sales of the company. But I have now learned a lot more about the

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

The Devil Wears Prada was released on June 30, 2006 in the United States and has since then climbed to worldwide fame. Based on Laura Weisberger’s novel of the same name, the film stars Meryl Streep as Miranda Priestly, a high-powered head editor for a fashion magazine, and Anne Hathaway as Andy Sachs, Priestly’s newly graduated co-assistant. The film spans the course of eight months as Andy not only becomes accustomed to her new job in the fashion industry, but also becomes accustomed to the movie’s portrayal of the cutthroat professional world. Due to the heavy emphasis on the fashion aspects of the story, as the film progresses, Andy finds herself being transformed physically through her hair, clothing, and makeup by the world around her. This change in looks signals to the audience that Andy no longer has to fight to survive in the professional world, but has learned to thrive in it and manipulate it to her own gain. In The Devil Wear Prada, the film uses Andy’s physical transformations throughout the story in order to brings to light the need for and the validity of professional attire.

The purpose of this paper is to analyze the culture, the internal, and the external factors in an organization. Our job is to examine the entirety of the organization. That would include the structural and environmental elements that effect the operation of the business. We will also take an in depth look at the perspectives of employees, managers, owners, and clientele.

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