دانلود رایگان مقاله تشخیص فرهنگ کار در محل کار

Cecilia, a recent MBA graduate and first-year associate in a major consulting firm, was on a Thursday evening plane trip, returning home, reflecting on whether her current company was the right place for her. Even though the company was successful financially and an industry leader, she was beginning to realize after working on several projects that she was contemplating many questions about how good the personal and cultural fit would be for her. ‘‘How do I know ifthe people here are really ‘my kind’ of people?’’ ‘‘How can I tell if the firm’s values and expectations of employees, especially junior employees, are compatible with the way I want to be at work?’’ ‘‘How can I develop and thrive here?’’ These are questions that new employees, as well as prospective hires, often have but may hesitate to ask. Rather, people often look for career signalsthat communicate expectations about valued career outcomes and plausible career pathways within their organization. These signals can be found in organizational career policies, compensation practices, cultural artifacts, and practices that communicate career priorities within the organization. These sources of information are all part of an organization’s career culture — the shared norms, assumptions, and artifacts that shape the meaning of careers within the organization. How could Cecilia use these signals to discern the nature of an organization’s career culture? In this paper, will address this question. First, we will describe elements of an organization’s career culture and a framework for understanding and assessing career cultures. In addition, we discuss the role of organizational career signals as a way of understanding how career cultures can influence individual career motivations, decisions, and behaviors. We examine the prevalence of mixed careersignalsin organizations and what effectsthey can have on the organization’s members. Hopefully, we will provide some assistance to Cecilia as she attempts to discern the meaning of the signals from her would-be employer and to assess the degree of fit between her and the company’s culture.

CONCLUSIONS

In his classic article on Managing Oneself, Peter Drucker, notes that beyond the value of self-awareness and building on one’s strengths, a capacity for ‘‘knowing where one belongs makes ordinary people. . .into outstanding performers.’’ The capacity of knowing where one belongs builds on a foundation of self-awareness but also requires an ability to diagnose organizational cultures. In this paper, we have focused on the latter and how this understanding can be developed through an informed awareness and attunement to organizational signals. We recommend considering how these signals are congruent or dissonant with individual career preferences. A strong alignment between career signals in an organization, and between organizational signals and personal orientations, would be most conducive for higher levels of career development and success. In contrast, mixed career signals can engender unnecessary psychological ambivalence, with an adverse effect on career motivation and behavior.