First and foremost, as Mcshane and Von Glinow state that Hillton’s, “organizational culture could be described as one of entitlement and comfort” (McShane and Von Glinow,2013, p426). When an organization shows signs of this in the initial stages of growth, one may question the longevity of this occurring. Shared assumptions may be a more definable term to use when analyzing everything that is occurring within Hillton’s corporate culture. One must also keep in mind as McShane and Von Glinow indicate “Shared assumptions are so deeply ingrained that you probably wouldn’t discover them by surveying employees” (McShane & Von Glinow, 2013, p. 406). When organizations do not function properly the cultures within them may not realize how their delusions
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These loopholes were created due to the monitoring of department manager becoming less of concern, due to the rapid growth of the municipality. Municipalities are like businesses, if monetary funds are not observed appropriately, funds may not be available for impending growth. Eventually the proverbial “bottom” will fall out, therefore, lay offs may transpire. Hillton’s main focus demonstrated a large focus on many hard funds. These may include but not limited to as McShane and Von Glinow state, “road building, utility construction and maintenance, fire and police protection, recreational facilities, and land use control” (McShane and Von Glinow,2013, p426-427). In order for many of these projects to occur initial managers of these departments from “outside service groups” were brought on board in the initial stages. (McShane and Von Glinow,2013, p427) These manager’s intentions were not meticulously examined prior to commissioning them in these overseeing positions. Therefore, their intentions may not be as closely related to the original values that Hillton was created …show more content…
Hillton’s previous culture could not keep up with the demands of a growing community. Therefore, the new mayor needed to shift the focus to an adaptive culture. McShane and Von Glinow state that, “an adaptive culture has a strong learning orientation because being receptive to change necessarily means that the company also supports action oriented discovery. With a learning orientation, employees welcome new learning opportunities, actively experiment with new ideas and practices, view reasonable mistakes as a natural part of the learning process, and continuously question past practices” (McShane and Von Glinow,2013, p415). The previous culture is riddled with many of the employees never questioning the management staff, as they were unknowing of the slow deterioration of their practices. Again, when any organization is not continually questioning their motives or the routes that they are pursuing to accomplish a positive end result, complications will develop. We see this ensuing when the citizens question, where the soft municipal services are. By cutting the previous management, Hillton has room to grow and develop itself to change what the old culture did, to new the new cultures
These loopholes were created due to the monitoring of department manager becoming less of concern, due to the rapid growth of the municipality. Municipalities are like businesses, if monetary funds are not observed appropriately, funds may not be available for impending growth. Eventually the proverbial “bottom” will fall out, therefore, lay offs may transpire. Hillton’s main focus demonstrated a large focus on many hard funds. These may include but not limited to as McShane and Von Glinow state, “road building, utility construction and maintenance, fire and police protection, recreational facilities, and land use control” (McShane and Von Glinow,2013, p426-427). In order for many of these projects to occur initial managers of these departments from “outside service groups” were brought on board in the initial stages. (McShane and Von Glinow,2013, p427) These manager’s intentions were not meticulously examined prior to commissioning them in these overseeing positions. Therefore, their intentions may not be as closely related to the original values that Hillton was created …show more content…
Hillton’s previous culture could not keep up with the demands of a growing community. Therefore, the new mayor needed to shift the focus to an adaptive culture. McShane and Von Glinow state that, “an adaptive culture has a strong learning orientation because being receptive to change necessarily means that the company also supports action oriented discovery. With a learning orientation, employees welcome new learning opportunities, actively experiment with new ideas and practices, view reasonable mistakes as a natural part of the learning process, and continuously question past practices” (McShane and Von Glinow,2013, p415). The previous culture is riddled with many of the employees never questioning the management staff, as they were unknowing of the slow deterioration of their practices. Again, when any organization is not continually questioning their motives or the routes that they are pursuing to accomplish a positive end result, complications will develop. We see this ensuing when the citizens question, where the soft municipal services are. By cutting the previous management, Hillton has room to grow and develop itself to change what the old culture did, to new the new cultures