The proposed cultural changes are expected to form a new vision of constructive culture within the company. By encouraging employees to be open in their ideas and assumptions, the company will create a healthy working environment, where all employees are treated as individuals in themselves. Better workplace efficiency will become the direct result of the proposed changes’ implementation.
Mutual support and constructive relationships between employees will enhance their contributions and capabilities: they will be encouraged to search for new ways of implementing their ideas in practice without challenging the others’ right for self-expression. Objectively, these changes will not happen overnight, and may confuse employees. Employees may not be clear regarding their new roles within the company, as well as the acceptable boundaries of constructive openness at workplace.
Not all employees will be satisfied with the need to develop a new quality of intrapersonal relations with those who used to be their virtual rivals. Many of them may feel concerned about ideas, thoughts, and complaints of other employees; but in the long-term period, the proposed cultural changes will finally temper perfectionism and will replace it with humanism and achievement at workplace. The changes will finally lead to the elimination of workplace conflicts that used to stem from the desire to achieve excellence for the account of others.
Conclusion The exercise has changed my strategic vision of cultural excellence. It has produced an objective view on the benefits and drawbacks of perfectionism that has long been the central element of my way to better culture at workplace. For all of us, the GM591 course has become a true revelation – a revelation that led us to discovering the essence of team dynamics and the impact of culture on corporate goals achievement.
For me, Organizational Culture Inventory has become a critical transitional stage to better knowledge, and this knowledge will lead me to creating and promoting ideal organizational culture at workplace – the culture that will combine humanism, achievement, and excellence. Works Cited Howard, L. W. “Validating the Competing Values Model as a Representation of Organizational Culture. ” The International Journal of Organizational Analysis, vol. 6, no. 3 (1998): 231-50. Johnson & Johnson. “Our Company. ” 2008. Johnson & Johnson. 14 December 2008. http://www. jnj. com/connect/about-jnj/?
flash=true Johnson & Johnson. “Our Credo. ” 2008. Johnson & Johnson. 14 December 2008. http://www. jnj. com/wps/wcm/connect/30e290804ae70eb4bc4afc0f0a50cff8/our-credo. pdf? MOD=AJPERES Kador, J. Great Engagements: The Once & Future Johnson & Johnson. Johnson & Johnson. Ohm, K. “Leadership and Culture: The Close Connection: Constructive Organizational Cultures Promote Achievement and Mutual Encouragement. They Also Invite Innovation and Higher Performance. ” 2006. Leadership. 14 December 2008. http://findarticles. com/p/articles/mi_m0HUL/is_1_36/ai_n27013051/pg_1? tag=artBody;col1
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