Every organization has a unique culture or system of shared meaning (Griffin, 2012) that defines the group and shapes its culture from within. To put it another way, an organizational culture “consists of ways of thinking, acting, and understanding work that are shared by members of an organization and that reflect an organizations distinct identity (Wood, 2012, p. 277).” The degree to which an individual’s personality, moral code and professional goals align with the corporate culture are what often lead them to define the company as a “good” or “bad” place to work and dramatically affects job satisfaction. From an anthropological perspective, when a corporate merger takes place, an intercultural assimilation occurs in which the dominant
…show more content…
If the leadership is dysfunctional, the corporate environment is often oppressive and becomes a barrier to successful integration. According to Med Yones of the International Institute of Management, “the worst thing that could happen to a company is when the staff lose confidence in the leadership team (Dysfunctional Leadership & Dysfunctional Organizations, 2005).” One of the primary signs of dysfunction in an organization is a dictatorial leadership style that prohibits disagreements due to either arrogance or insecurity. This creates an environment that fosters the fear of retaliation, stifles creativity, and increases stress, often resulting in decreased productivity. Another barrier to cultural change is the presence of multiple management levels. Too many hierarchical layers impede communication, which in turn delays cultural homogenization and endangers successful completion of the merger. A third clue that an organizations leadership is functioning poorly is disunity. Unchecked conflicts between departments or between dominant and subordinate groups lead to the emergence of isolated cells that hinder communication and foment dissent. Lastly, deteriorating morale becomes apparent and results in waning commitment to change thus impeding successful cultural integration. Dysfunctional leadership characteristics, when left unbridled, will “neutralize or degrade job performance (Leary, Green, Henly, Denson, & Langford, 2013) devastating “employee engagement and job satisfaction, and contributes significantly to employee burnout (Leary, Green, Henly, et al,
If the leadership is dysfunctional, the corporate environment is often oppressive and becomes a barrier to successful integration. According to Med Yones of the International Institute of Management, “the worst thing that could happen to a company is when the staff lose confidence in the leadership team (Dysfunctional Leadership & Dysfunctional Organizations, 2005).” One of the primary signs of dysfunction in an organization is a dictatorial leadership style that prohibits disagreements due to either arrogance or insecurity. This creates an environment that fosters the fear of retaliation, stifles creativity, and increases stress, often resulting in decreased productivity. Another barrier to cultural change is the presence of multiple management levels. Too many hierarchical layers impede communication, which in turn delays cultural homogenization and endangers successful completion of the merger. A third clue that an organizations leadership is functioning poorly is disunity. Unchecked conflicts between departments or between dominant and subordinate groups lead to the emergence of isolated cells that hinder communication and foment dissent. Lastly, deteriorating morale becomes apparent and results in waning commitment to change thus impeding successful cultural integration. Dysfunctional leadership characteristics, when left unbridled, will “neutralize or degrade job performance (Leary, Green, Henly, Denson, & Langford, 2013) devastating “employee engagement and job satisfaction, and contributes significantly to employee burnout (Leary, Green, Henly, et al,