Organizational Culture

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to gain status within the organization.
This perception may have also had a lot to due with the nature of the position that was held at the company. This company seemed to fit the criteria and meet the description of a “Fortress Culture”. This may have been the result of the fact that it business was in the highly competitive field of financial services. The management was very preoccupied with figures such as sales, growth and earnings, and they treated the staff as a commodity that could easily be replaced. As a contract employee there was little in the way of job security and essential no possibility to be rewarded for good performance. The theory is inadequate because it does not recognize the fact that in many businesses today, firms no longer retain all of their staff on a full-time basis. It simply assumes that many of the individuals are full time staff members and at least have short-term job certainty. It fails to recognize the fact that by having many ...

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The organization also had many similarities with the next step in which the successful candidates were placed in many challenging environments, or impossible situations to test their commitment to the position. The theory then suggests that at this point in the process those individuals who are not willing to accept the culture would be removed and all others allowed to proceed. Yet this does not seem to be adequate for two reasons. To begin with the theory does not account for the fact that in reality many individuals to not actual accept the norms and values but they simply give off the appearance that they do in an attempt to retain their position. Quite often individuals ...

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