Sample Sociology Paper on Immigration in the US

Organizational values and Culture

Organizational values are the generally accepted standards or norms that guide the relationships between the members of an organization. All organizations have different values and cultures that help identify them. They could be written values and are passed on to new members of the organization or there could be normative values that are not necessarily written down but are strictly adhered to by the members of the organization. The level of performance of any organization can be traced through its values and culture and so different performance expectations of an organization entail altering of some of the organizations values so as to achieve the set objectives.

To this end, policies are implemented to change an organization’s values and culture. The personal values of all employees influence their work performance. However, when it comes to dealing with organization values and culture, corporate culture should be more under consideration as it has been seen to bring some significant level of cohesion in the organization. There are a number of policies that can be used to influence organization values and culture. The most important policies are those that educate the members of the organization about the organization’s values and culture. An example of an educative internal policy is the assignment of e=new organization entrants to senior members of an organization to be their understudies. Other policies are statutory policies that do not have as great an impact on educative policies.

Some policies may not achieve their intended outcomes and this can bring disharmony in an organization. Policies that may infringe on personal values of employees such as policies that provide for specific religious beliefs in a multi-cultural organization bring about disharmony in an organization. To this end, it is important that an effective policy development framework is adopted to mitigate such incidences. A good framework for policy formulation is provided in the McKnight (2009) and we will follow its standard procedure to develop policy on dealing with the problem of misconstruction between personal and organizational values. The intended outcome of the policy formulated would be to provide a basis upon which the personal values of the members of an organization are all considered in the formulation of organization values. There needs to be some cohesion between the different personal values held by the members of the organization.

The coping method would require that different teams in the organization are tasked with the ascertainment of the underlying personal values that all members of the organization conform to. Putting this in a systematic format where conflicting values can later on be analyzed and resolved. The potential consequences of such conflict in values are put into question while developing the organization values. It would also be necessary for the organization to seek for reference from other organizations that have undergone restructuring of their values and culture. How did the members cope? Did they adopt the new values positively or negatively?

After all relevant information is obtained, review of the values is undertaken. The desired organization objectives are matched with the personal values of the members of the organization. Any conflict arising between the desired organization values and the personal values of a considerable number of members of the organization is duly reflected upon and a compromise is founded. Negotiations then take place between the members of the organization and the leaders of the organization, where internal policies that that are consensually accepted by both parties are duly written down and presented. How all members of the organization will cope with the new policies is the brought under review. The information initially obtained is probed further to identify where there will be potential upheaval between the internal policies to be set and the personal values of some of the members of the organization.

The next stage of policy formulation is the enforcement authority of the new internal policies of the organization. A board constituting some members of the executive and some lower ranking members of the organization would be desirable.  Normally, an expert in policy implementation and enforce who is not a member of the organization maybe added on to the board to provide knowledge and direction on the approach to be taken. The expert may also take up the role of being the mediator for any conflict arising between the executive and members of the organization.

Finally, evaluation of the implemented internal policies is undertaken. An appropriate basis of evaluation is identified, which in this case is the desired values the organization intended to be identified with prior to the development and formulation of the new organization values. It is the responsibility of the implementation board to evaluate the effectiveness of the internal policies adopted. Any improvements to the policies should be recommended by the board and a suitable level of adjustments is undertaken based on critical analysis of potential outcomes of adopting the adjustments. The coping technique can be applied to the formulation of  a wide array of policies such as both internal and external policies.

 

References

Halász, G., & Michel, A. (2011). Key Competences in Europe: interpretation, policy formulation and implementation. European Journal of Education, 46(3), 289-306.

 

James, T. E., & Jorgensen, P. D. (2009). Policy knowledge, policy formulation, and change: Revisiting a foundational question. Policy Studies Journal, 37(1), 141-162.