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      <title>Bureaucracy tends to result in an organisational culture that is unresponsive to change for organisations operating in the 21st Century by Minnie Ryder</title>
      <link>https://padlet.com/minniesryder/haxk9fddvtkv</link>
      <description></description>
      <language>en-us</language>
      <pubDate>2017-11-02 13:55:12 UTC</pubDate>
      <lastBuildDate>2017-11-13 16:52:26 UTC</lastBuildDate>
      <webMaster>hello@padlet.com</webMaster>
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         <title>Unresponsive- </title>
         <author>minniesryder</author>
         <link>https://padlet.com/minniesryder/haxk9fddvtkv/wish/202902404</link>
         <description><![CDATA[<div>Not engaging <br>don't want to take part<br>don't listen<br>not passionate<br>not committed <br>minds in other places<br><br></div>]]></description>
         <enclosure url="" />
         <pubDate>2017-11-02 13:56:28 UTC</pubDate>
         <guid>https://padlet.com/minniesryder/haxk9fddvtkv/wish/202902404</guid>
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         <title>Handy&#39;s cultural model </title>
         <author></author>
         <link>https://padlet.com/minniesryder/haxk9fddvtkv/wish/202902962</link>
         <description><![CDATA[<div>Power&nbsp;<br>- concentrates power within a few<br>- few rules and less bureacracy<br>Role&nbsp;<br>- people have clearly delegated authorities, within a highly defined structure<br>- hieracrchial bureaucracy<br>Person<br>- people believe they're superior to the organisation<br>- power lies in groups of individuals<br>Task&nbsp;<br>- teams are formed to solve particual problems<br>- matrix organisation<br><br><br></div>]]></description>
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         <pubDate>2017-11-02 13:57:24 UTC</pubDate>
         <guid>https://padlet.com/minniesryder/haxk9fddvtkv/wish/202902962</guid>
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         <title>What is bureaucracy?       The control and Co-ordination of work tasks through a hierarchy of appropriately qualified office holders, whose authority derives from their expertise and who rationally devise a system of a rules and procedures that are calculated to provide the most appropriate means of achieving specified ends.&quot;Watson ( 2003:86)</title>
         <author>minniesryder</author>
         <link>https://padlet.com/minniesryder/haxk9fddvtkv/wish/202903992</link>
         <description><![CDATA[]]></description>
         <enclosure url="" />
         <pubDate>2017-11-02 13:59:00 UTC</pubDate>
         <guid>https://padlet.com/minniesryder/haxk9fddvtkv/wish/202903992</guid>
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         <title>Organisational Culture:      The system of shared values and beliefs that develops within an organisation and guides the behaviour of its members. Commentators express concerns that over-engineering culture at the corporate level can stifle local belief systems, creative thinking, innovation and the ability to cope with change (French et al)-Example of Pharma and ties</title>
         <author>minniesryder</author>
         <link>https://padlet.com/minniesryder/haxk9fddvtkv/wish/202904436</link>
         <description><![CDATA[]]></description>
         <enclosure url="" />
         <pubDate>2017-11-02 13:59:43 UTC</pubDate>
         <guid>https://padlet.com/minniesryder/haxk9fddvtkv/wish/202904436</guid>
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         <title>Culture</title>
         <author>minniesryder</author>
         <link>https://padlet.com/minniesryder/haxk9fddvtkv/wish/202905490</link>
         <description><![CDATA[<div><br>Culture is shared, learned, human behaviour oberservable in individual members attitudes and behaviours<br><br>smircich , L. ( 1983) concepts of culture and organisational analysis administrative science quarterly 28(3): 339-58<br><br>Culture is an asset ( something that has)<br><br>Asset is created by people at the top of the organisation (this is cultural engineering)<br><br>cultural engineering - <strong>attempt to change an organisations culture to accord with interests or values of managers.</strong><br><br>with management- Imposed value rules</div>]]></description>
         <enclosure url="" />
         <pubDate>2017-11-02 14:01:28 UTC</pubDate>
         <guid>https://padlet.com/minniesryder/haxk9fddvtkv/wish/202905490</guid>
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         <title>FRENCH et al (2015)</title>
         <author>lidiapassaro98</author>
         <link>https://padlet.com/minniesryder/haxk9fddvtkv/wish/202905910</link>
         <description><![CDATA[<div>"the organization's culture is essentially a depersonalized one: it will continue to operate in a "machine-like" way even if key staff members are absent" - use of word 'depersonalized' illustrated the fact that individuals have no room to think for themselves so cannot respond to change because they have essentially been brainwashed by the organisational culture of the company and can only think in terms of that culture's norms and values.<br><br>"If workers cannot, or do not wish to, conform to organizational culture, they would be dismissed" </div>]]></description>
         <enclosure url="" />
         <pubDate>2017-11-02 14:02:12 UTC</pubDate>
         <guid>https://padlet.com/minniesryder/haxk9fddvtkv/wish/202905910</guid>
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         <title>Pharmateam</title>
         <author>lidiapassaro98</author>
         <link>https://padlet.com/minniesryder/haxk9fddvtkv/wish/202908310</link>
         <description><![CDATA[<div>British company that had an established organisational culture that was unresponsive to the changes the American company Alphahealth implemented. e.g. not wearing ties to work to create an informal working environment. The workers at Pharmateam rebelled against Alphahealth and eventually started wearing  their ties again- an example of a company having an unresponsive attitude because of their culture formed from the rules of wearing a uniform</div>]]></description>
         <enclosure url="" />
         <pubDate>2017-11-02 14:05:57 UTC</pubDate>
         <guid>https://padlet.com/minniesryder/haxk9fddvtkv/wish/202908310</guid>
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