Culture in organizations refers to the values, norms, and patterns of action that characterize the social relationships within formal organizations. Jaques (1951) first described the changing culture of a factory, defining it as the customary or traditional ways of doing things, which are shared to a greater or lesser extent by all members of the
Postmodern organizations are organizations that have broken with the traditional principles of organization as defined by modernist theory dominated by rationalism; they are also characterized by having developed new and original forms and practices in response to the changing environmental conditions of postmodern society. Such organizations can be identified both by the extent to which
The literature on the sociology of organizations is vast and represents a refracted history of the study of bureaucracy. The object of study is variously labeled bureaucracy, complex organizations, and formal organizations, but the concept of organization and the notion of organizing principles subsume all these labels. Thus, according to Blau and Meyer (1987), “the
Coercive organizations are the state’s instruments used to ensure safety and public order both of its borders and within its borders. As such, these organizations are authorized to approach the general public in a coercive manner and – in the last resort – they are legitimized to use force and violence against those who intend
Organizations as social structures is a perspective that focuses on the hardware of human association, the durable factors that govern people’s ways of being together as they achieve common goals by coordinated means. As it has been understood in the literature, social structure is what permits the organization’s persistence over time; it describes relations among
The essence of tradition is sequential pattern, a sequence of related meanings that are received and transmitted over time. The meanings can be related by association to common themes, in the contiguity of presentation and transmission, or in descent from a common origin (Shils 1981). For example, pharmaceutical company Johnson & Johnson has maintained a
Still a controversial issue, the idea that the ‘‘civilian’’ world might be becoming more democratic is juxtaposed with an opposite trend with respect to the organizational world. As Rousseau and Rivero, among others, put it: ‘‘Although we are increasingly likely to be governed by democratic political systems, our workplaces are seldom democratic’’ (2003: 116). The
Simply put, a learning organization is one that is skilled at learning. However, since the concept rose to prominence during the 1990s, the precise nature of the learning and the characteristics of a learning organization have been the source of much debate. Many models have emerged, each describing different combinations of features that typify a
Virtual organizations are composed of employees spread across different locations who perform different jobs and may also have different cultural identities. These dispersed and diverse employees are joined together by communication technologies such as the telephone, fax, e-mail, Internet, and instant messaging. Some employees of virtual organizations may work alone, functioning essentially as telecommuters. Others
Training refers to activities designed to facilitate the acquisition of knowledge, skills, and attitudes relevant to performance in an occupation. Training is a major investment for many organizations, with developmental activities occurring at all levels of the organization and at various career stages. A major goal of training is often to improve organizational outcomes (e.g.