re write my essay has to be completely different but get the same point across, cannot look like anything it does right now, because it is my friends essay who is in the same class as me. please add some filler and make it take up 2 pages single spaced
below is the essay he wrote
Organizational culture is the beliefs, values, and ways of interacting within an organization that creates its unique social and psychological environment. The culture of a company is created from shared values over time, beliefs, and written or unwritten rules that are understood by the employees. The Organization’s culture is the way a company operates and we see many different types of organizational culture. Some examples of organizational culture are clan culture and hierarchical culture. Clan culture is a company that operates like a large family, they have an interpersonal connection with all employees and focus on having shared goals and values. On the other hand, hierarchical cultures adhere to a traditional corporate structure. They have a clear line of management and leaders separating from the employees, this culture organizes the individual according to their power in the company. They will also usually have dress codes and have vigorous rules.
Espoused and enacted cultures are very important for an organization’s success. Espoused values are what you say your values and beliefs are. They’re what you want your culture to be while enacted culture is the actual culture standards that are in place. You can have an espoused culture that says everyone at the organization treats people with respect and focuses on encouraging growth while the enacted culture of the organization is the complete opposite of that. When the espoused and enacted cultures are very different the companies’ chances of success aren’t going to be encouraging. A company that wants to succeed needs to have a similar espoused and enacted culture. The espoused culture should be taught to each employee and each employee enacts these goals and values. If an organization’s espoused and enacted culture are in line then that company has a strong culture.
A strong culture has several strengths and weaknesses. A strong culture has strengths including unity, the core values are held by all the employees, and theirs a strong sense of community within the organization. There is a lower turnover rate. A strong culture creates a tight-knit group and this creates loyalty among employees and employers. With loyalty, there are fewer employees leaving the company. Employees are also more motivated and driven to the company’s shared goal. In a strong culture setting everyone knows the goals and tasks on hand and they strive to accomplish them. They also need fewer written rules in a strong culture because everyone understands what is allowed and is frowned upon at the company. A strong culture does seem beneficial but there are weaknesses that come with it. Groupthink develops where everyone thinks alike and there’s a withdrawal of innovative ideas. There are also privacy issues because everyone is so close in the group. They know when someone didn’t show up to work or something is going on in an individual’s life. Another weakness would be that strong cultures have a resistance to change. This is because their values are instilled in them and any change of those values is not taken lightly. The last weakness is that employers belonging to a strong organizational culture don’t diversify when hiring. If a person applying doesn’t share the same beliefs or might not fit into the culture they aren’t hired even though a diversity of opinion is very important for companies that need innovation.
Essay 3
Distributive bargaining is focused on the short term in mind and is a win/lose scenario. An example of distributive bargaining is buying a car. The salesmen will try their best to get you to purchase the car at a higher value than what it’s worth and you try to get it for the cheapest value you can. It’s focused on the short term at that moment and you will win and get the car for cheap or lose and overpay for a bad car. This kind of negotiating is more asserting using strategies such as forcing, avoidance, yielding, and compromising. Using these strategies has several strengths and weaknesses. The strength of using forcing is that you take a firm stance on what you want and refuse to budge. This can be a weakness if the person you bargaining with has the power over you. They can refuse to continue negotiations and leading to a lose/lose situation. It can also be a weakness because it drives people away from bargaining if this method is continually used. The avoidance conflict-handling style is useful when you need time to decide what your view of the conflict is or if the conflict isn’t worth your time. Like Forcing though, if you use avoidance too many people will stop bargaining with you because you never show up. The Yeilding conflict-handling style is the opposite of forcing, you give up your concerns and give in to the opposing side. This style is good when you are wrong, or the problem isn’t worth the trouble. Its weakness is that you lose and give in to the opposing side. Compromising is when accommodations are made to satisfy both parties for the short term nobody wins or losses. This is primarily used when bargaining comes to a standstill and a quick resolution is the best outcome. The strength is that an outcome is reached where there wouldn’t have been one but its weakness is that both sides aren’t pleased with their result.
Different types of power dynamics have a large role in what type of bargaining is used. Formal, legitimate, and punish/reward powers are focused on distributive bargaining while informal and referential powers involve integrative bargaining. When the power dynamic is heavily imbalanced as seen in formal, legitimate, and punish/reward scenarios the person with the power can use force as their conflict handling style making the person without power yield to their will. An example of this would be if a type I company needs an employee to increase their hours. The boss needs this to be done and tells the employee that they will be fired or replaced if they don’t start working overtime. The employee has no power in this situation and can yield to their bosses’ demands or quiet. This bargaining is focused on the short term and only focuses on one side’s requirements being met. The employee loses and the boss wins. With informal and referential powers more integrative bargaining styles are used. At a type III software company where leadership is a referential style, an employee might ask for a raise after working for a year. The boss of the company will use a problem-solving conflict-handling style and work to find a solution for both parties. The long-term relationship of the employee will be in mind and the focus would be on a win/win solution.
