TITLE

Corporate Politics

AUTHOR(S)
Sujansky, Joanne G.
PUB. DATE
June 2007
SOURCE
Leadership Excellence Essentials;Jun2007, Vol. 24 Issue 6, p20
SOURCE TYPE
Periodical
DOC. TYPE
Article
ABSTRACT
The author discusses the nine symptoms to look for along with some remedies before becoming a Vibrant Entrepreneurial Organization (VEO). The first one is gridlock, which means that the company is stuck, because no one in the group can agree on what to do. She suggests members to agree on common goals and guidelines during discussion. Other symptoms include bureaucracy, grandstanding, two-faced step and corruption, among others.
ACCESSION #
25441763

 

Related Articles

  • The industrial bureaucrat. Allinson, Christopher W. // Journal of General Management;Spring86, Vol. 11 Issue 3, p47 

    This article argues that a revision of the traditional perception of bureaucrats and bureaucracies is necessary, since several research studies suggest that those most prone to bureaucratic behavior reside not in the administrative agencies of central and local government but in large industrial...

  • CHAPTER 11: In Bureaucracies.  // Fell's Official Know-It-All Guide: Let's Get Results, Not Excuse;2003, p119 

    The article presents information on how excuses manifest themselves in bureaucracies. Most corporations are, by definition, bureaucratic in nature, and provide a fertile environment in which excuses can multiply. The larger the organization becomes, the more it tends to accumulate secondary...

  • ORGANIZATIONAL SUBCULTURES IN A SOFT BUREAUCRACY: RESISTANCE BEHIND THE MYTH AND FACADE OF AN OFFICIAL CULTURE. Jermier, John M.; Slocum Jr., John W.; Fry, Louis W.; Gaines, Jeannie // Organization Science;May91, Vol. 2 Issue 2, p170 

    The primary purpose of this study was to compare and contrast an organization's official culture and its subcultures. The proposition that soft bureaucracies project a rigid exterior appearance, symbolizing what key stakeholders expect, while masking a loosely-coupled set of interior practices,...

  • CONSTRUCTING MARKETS AND SHAPING BOUNDARIES: ENTREPRENEURIAL POWER IN NASCENT FIELDS. SANTOS, FILIPE M.; EISENHARDT, KATHLEEN M. // Academy of Management Journal;Aug2009, Vol. 52 Issue 4, p643 

    We examine how entrepreneurs shape organizational boundaries and construct markets through an inductive, longitudinal study of five ventures. Our central contribution is a framework of how successful entrepreneurs attempt to dominate nascent markets by co-constructing organizational boundaries...

  • Organisational Culture - Case Study: IPIP S.A. Ploiesti. Oţelea, Mihaela; Popescu, Cătălin // Petroleum - Gas University of Ploiesti Bulletin, Economic Scienc;2009, Vol. 61 Issue 1, p70 

    Organisational culture requires major attention, justified by its functions and importance in contemporary companies. There must also be mentioned that a modern company is based, firstly, on its human resources, on its employees, and secondly on capital and equipments. In Romania we can...

  • A Verification of a Questionnaire to Determine the Level of Management Culture. Andriukaitiene, Regina // Business & Management Research;Mar2014, Vol. 3 Issue 1, p67 

    This paper discusses the management culture, as one of the sparsely analysed cultures. These management culture components are detailed: culture of managerial staff, culture of organization of management processes, culture of management work conditions, culture of documentation systems. The...

  • Toward a Theory of Organizational Behavior. Presthus, Robert V. // Administrative Science Quarterly;Jun58, Vol. 3 Issue 1, p48 

    Several theoretical formulations from sociology and psychology are used in an attempt to set down a general theory of organizational behavior. The typical bureaucratic model is defined as a "structured field," in the sense that authority, status, and role are clearly articulated and thus provide...

  • A Model for New Venture Initiation: A Discourse on Rapacity and the Independent Entrepreneur. Webster, Frederick A. // Academy of Management Review;Jan1976, Vol. 1 Issue 1, p26 

    This conceptual model reflects a representative behavioral pattern for "the independent entrepreneur" re the venture construct. The model includes a five-stage sequence beginning with the pre-venture set up and extending through the anxious moments of re-negotiation or termination of the...

  • On Dialogue, Culture, and Organizational Learning. Schein, Edgar H. // Organizational Dynamics;Autumn93, Vol. 22 Issue 2, p40 

    This article discusses the importance of dialogue or communication and culture to organizational learning as well as organizational behavior. The ultimate reason for learning about the theory and practice of dialogue, then, is that it facilitates and creates new possibilities for valid...

Share

Read the Article

Courtesy of VIRGINIA BEACH PUBLIC LIBRARY AND SYSTEM

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics