The Role of Unions in Improving and Disrupting an Organization's Culture
The Role of Unions in Improving and Disrupting an Organization’s Culture
Describing and identifying the importance of abstract terms is a difficult task because their meaning rely more on substance than form. For this and other reasons, individuals as well as organizations tend to overlook or underestimate their importance for a successful career and for the effective functioning of an organization. “Organizational Culture” is one of those terms, we can’t see it, but we can feel and experience it, and it has a profound impact in the way people behave in an organization. It denotes the attitudes, experiences, beliefs, and values of the work group or team within the organization, which to an extent affect the organization as a whole. All employees whatever their grade is, and whether they are professionals or not, contribute to the culture of an organization by bringing their diverse talents, knowledge, skills, values, and beliefs to the entity. Employees may possess abilities and talents that might enable them to fit into the organization and empower it, partly as a result of socialization, but they might need assistance from others, such as Human Resource Development specialists and Union cooperative efforts, in order to learn the skills that will enable them to play their part in the team, group, or department.
The culture of an organization is important not only to individuals but to the organization itself. This makes culture an important part of every organization and union leaders and management need to understand the central role it plays in forming an effective organization. Union understanding of the important role culture play for an organization is essential since the recognition of unions and the labor agreement usually means structural changes to an organization’s policies, practices, strategies, and the environment. According to Neal M. Ashkanasy, author of the book Handbook of Organizational Culture and Climate, more and more
Describing and identifying the importance of abstract terms is a difficult task because their meaning rely more on substance than form. For this and other reasons, individuals as well as organizations tend to overlook or underestimate their importance for a successful career and for the effective functioning of an organization. “Organizational Culture” is one of those terms, we can’t see it, but we can feel and experience it, and it has a profound impact in the way people behave in an organization. It denotes the attitudes, experiences, beliefs, and values of the work group or team within the organization, which to an extent affect the organization as a whole. All employees whatever their grade is, and whether they are professionals or not, contribute to the culture of an organization by bringing their diverse talents, knowledge, skills, values, and beliefs to the entity. Employees may possess abilities and talents that might enable them to fit into the organization and empower it, partly as a result of socialization, but they might need assistance from others, such as Human Resource Development specialists and Union cooperative efforts, in order to learn the skills that will enable them to play their part in the team, group, or department.
The culture of an organization is important not only to individuals but to the organization itself. This makes culture an important part of every organization and union leaders and management need to understand the central role it plays in forming an effective organization. Union understanding of the important role culture play for an organization is essential since the recognition of unions and the labor agreement usually means structural changes to an organization’s policies, practices, strategies, and the environment. According to Neal M. Ashkanasy, author of the book Handbook of Organizational Culture and Climate, more and more
Bibliography: Ashby Franklin C. Revitalize Your Corporate Culture: Powerful Ways to Transform your Company. Golf Professional Publishing. Burlington: MA, 1999. Ashkanasy M. Neal, Wilderon Celeste, and Peterson Mark. Handbook of Organizational Culture and Climate. London: New Delhi, 2004. Clark F. Paul. Building More Effective Unions. Cornell University Press. New York: Ithaca, 2000. Julian Barling, Fullagar Clive, and Kelloway Kevin. The Union & Its Members: A Psychological Approach. Oxford University Press. New York: Oxford, 1992. Holley William, Jennings Kenneth, and Wolters Rogers. The Labor Relations Process. South-Western. Ohio: Mason, 2005.