Assignment: Three Behaviors Difficulty Categorizing
Assignment: Three Behaviors Difficulty Categorizing
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Step 1:
- On a sheet of paper, write down 15 specific things you did over the course of the past 24 hours (for example: got out of bed, drove/rode/walked to class, brushed teeth, etc.).
- Next, categorize each of the behaviors on your list into one of three types or sources of motivation: biological (i.e., drive-reduction theory), stimulus (i.e., arousal theory), or learned (i.e., incentive approach).
Step 2:
Thoroughly discuss the following:
- Discuss three behaviors from your list that you were able to categorize easily (include the behaviors and their category). What were the motivations behind those behaviors?
- Discuss three behaviors that you had difficulty categorizing. What about these behaviors made them more difficult to categorize?
Important guidelines to follow:
Write at least a 300-word, well-developed and well-written response. Use APA Formatting Guide to create accurate citations and documentation to give credit for any resource material used in your response. Your assignment is due October 29 in class.
Changes in organizational culture represent a recurrent theme in OD interventions. Within the management and OD communities, the interest in organizational culture derives largely from its presumed impact on effectiveness (e.g., Deal and Kennedy, 1982; Ouchi, 1979; Ott, 1989; Peters and Waterman, 1982; Saffold, 1988; Uttal, 1983; Wiener, 1988; Wilkins and Dyer, 1988). Although reports linking culture to organizational success have received widespread attention (cf. Peters and Waterman, 1982), the underlying evidence is weak (Wilkins, 1983). Peters and Waterman (1982) examined cultural characteristics of successful companies but failed to ex-amine unsuccessful firms to determine if the cultural attributes were absent. It seems that the opposite and more desirable design of looking first at cultural characteristics and then at their success was not used.
In spite of the assertion by organizational culture perspective advocates of the unique suitability of their approach to organizational change, this literature remains ambivalent about its prospects for successful cultural change (Eubanks and Lloyd, 1992). Conflicting views range from whether a manager should even attempt to change organizational culture because of potential harmful effects (Schein, 1990), to arguments about which strategy to use. Some propose changing organizational culture by changing behavioral norms (Allen and Kraft, 1982), while others postulate that chief executive officers are the gatekeepers of organizational culture (Da-vis, 1984). Equivocation over the ethics of change and strategies for change are attributed to the relative infancy of the organizational culture perspective (Ott, 1989, p. 6) and the lack of grounding in systematic theory and research in the OD literature (Sathe, 1985, p. 1).
