Answered You can buy a ready-made answer or pick a professional tutor to order an original one.
Option #1: Corporate Fundamentalist Culture and Sustainability You are the senior organizational development strategist for ABC, Inc. ABC is known for its strong corporate culture and recently has ex
Option #1: Corporate Fundamentalist Culture and Sustainability
You are the senior organizational development strategist for ABC, Inc. ABC is known for its strong corporate culture and recently has experienced difficulty attracting diverse talent to fill major operational roles.
Yesterday, you had a conversation with the career center director of a major university who explained that ABC was gaining a reputation of "behaving more and more like a cult." The university director explained that some soon-to-be graduates were expressing skepticism about whether they would "fit" in ABC.
You are a member of the CEO's leadership team, and serve as the team's knowledge expert on corporate culture. You determined that the leadership team needs to have a dialogue about the culture, perceptions of potential recruits, and potential risks. In advance of any team dialogue, you have decided to develop a white paper* that will be disseminated to the leadership team in advance of a discussion.
Western (2013) [required reading] raises questions about the sustainability of fundamentalist cultures. From your own research and this week's required readings, develop a white paper* to present the position that fundamentalist tendencies may eventually lead to corporate cultures that can put a company's longevity at risk.
Requirements:
- Develop a white paper* three to five pages in length not counting the required title and references pages.
- Include a minimum of six scholarly sources in addition to any required reading.
- Your paper must be formatted according to the CSU Global Writing Center (Links to an external site.).
- @
- 953 orders completed
- ANSWER
-
Tutor has posted answer for $28.00. See answer's preview
*************************************** ************** ******* and ********************* *************** **************************** ** **** ***** ***** *** *** is ******* for its solid ************ culture ***** ************* like *** *** ***** ****** esteem ***** *** ** * kind and ********* ***** ********* loaded ** with ******* who **** together *** *** ************* ***** ******* objectives *** practices *** ******* ******** in ******* this errand **** *** ******* ************** **** *************** what *** **** ******* of as ********* to ** ****** ** ******* may not be *** that ****** *** after *** ****** *** ******* is ********* ********** ********* ** ********* ** ************ **** **** * faction" *** some ongoing alumni *** ********* that they ***** *** ** **** ** *** *********** ** *** company ******* *** *********** ** ********* fundamentalism ** ************ to reveal insight into the ******** ******* ******* of *** ******* and *** ******* related ** ******** *** propagating this **** ** ********* ******* ******* *** *************** ** a ******* ** * ********* fundamentalist ******* ** ****** ***** to clarify *** **** ** *** ******* for *** ******* ******* *** *** ****** * **** ************* ******* **** ****** ***** *** company ** this ***** ** ***** **** *** ***** ********* administration definitions **** ** ****** aboutHarmful ********* ** *** ******* ** ********** ********* the ********* ************ ******* is ******** ** get ***** notoriety The ******** ** * *********** ******* in the ********* ********* that *********** alumni ****** to the company's way of life ** * ******** **** *** **** **** *** *********** ** ******* ** not they would fit in here **** ***** ** ******* *** company's ********* ******* takes ***** **** ** * ************** ************ ******* In *** ****** feeling of *** **** *************** *** ***** to be ********** ********** ********** ***** convictions interpretive ********* ***** compass *** ********* conditions ******** ***** ***** ************* **** ** fundamentally *** **** as what the ******** ** *** ******* ****** to accomplish with the corporate culture *************** **** ** the ************ vision crucial ****** which they ******** ** be *** **** ***** ********** ********* some ** ***** *** ardent ********* ** ***** *********** **** may feel ********** ******* ****** that ***** **** ******* *********** and ********** ******** ***** ************* ************** fundamentalist houses ** worship ** the ****** ****** *** ********** notable *** **** kind ** radical culture They ********** **** faction **** ********* ***** ******* pioneers that *** **** churchgoers ** ****** *** ****** ** *** ************ ** *** ************ *** ****** every ****** other **** ** ********** and ********** **** ****** ** *** ******* representative **** *** worldwide organizations **** *** ******* ** ***** of *** ****** ** **** unwavering **** ******** and performativity ** *** *********** ******** ***** *** ******* ****** ** ********** * ************ *** *** ******** ******* ** ****** that ***** be ******* ** *** objectives *** ******* ****** ** ******* *************** it ******* **** * *********** **** of aggregating ******* **** fundamentalist ************ due ** *** longing to make **** * ********* *** ****** company (Western 2013) Looking ****** ***** are numerous ********** ******* *** ********* ************ culture *** Christian ************** A portion ** these ********** ******** ************** ********* *** conviction ** truth ****** ********** of *********** evangelizing ********** *** ************ ***** ** a ******* ** ******** ******** ************** ******* ** Idealized ********* Much **** *** *** CEO ** the ******* ** * good ******* *** workers ******** ** ********* ****** of worship ****** ******** **** ******** *** ********* *************** ******** 2013) **** is ******* to as an ******* ****** Admired ****** ******* ** the magnetism ** pioneers who set **** good *** ***** principles *** ********* ***** *********** ******* their ********* ******* *** ********* ****** *** & Blair ***** Subsequently they ******** ********* supporters by giving **** ** aggregate ******* ** direction *** ********* ****** ** ************ *** ** *** **** key ******** ** the **************** initiative: admired impact ************** ******* ********** inspiration *** ********* incitement **** ***** ********** ***** ** ** ******** **** ************** ********* **** ** ******** **** ** *** **** ** **** ***** ********* fundamentalist ******* and to **** * *********** ******* ******* *** ***** ************ ********* ** these ********* Western (2013) states **** *** ****** ******** of ***** and change showed ** corporate ******** ***** "the *********** of * ********* ********** ***** ********** from ********* ***** connections and ******** ** *** ******* ** 138) This ***** *************** a ********* ** fervor *** having * ***** **** ***** ******* ** play out ***** **** *********** such ********* ********* doesn't **** ***** ******* and these kinds ** ********* ********** aren't ********** for long **** ** **** ** ********* the ********************* ** the company’s Culture *** ********* ************** ******* of the ******* ** ******* **** **** *** at one **** * powerful and high-accomplishing *********** ** ********* seen as a ******** **** ** ***** of *** *********** *** ********* imparted ** ******** into *** ************** **** *************** ***** ** ******** ********* **** **** ** ******* over ******** ******** ** ******** ******** *** ************ about *** item *** ******** (Western ***** Workers *** ********* so ********* ** *** *** company gets things done **** ********* **** *** *** ** **** that they **** lost ********** Thus the company ***** ****** ******** ******* ** **** open ********* because the company turned out ** ** ** centered around ********** *** kind ** individual **** * ********** ********* ** *** ********* *** ********* and ********* *** company ************** *** *********** ** ********* ** ********** those **** ****** ****** **** *** way ** life ** ****** ****************** this ******** ** be * ***** thought ** **** point it ****** ******** ******* in *** ********* *** ****** * ****** base that ** ******* ** *** way ** life *** ***** ** ** ************** ** ******** *** *** ** **** ** *** ******** Assorted ******* ** *** association ** *********** ** *** company ***** ** ******** ***** upper **** *** keep ** *********** ** *** market ** ******* ** and ********* *** ******* **** these ******** and ********* **** Corporate ************** ************ **** *** ******* frequently start **** the ******** ******** *** **** **** *** ******** ******** any ***** in any **** ** the ******* ******** ** this ************ way it ** unavoidable that *** complete ********* **** ***** *** ******* *** execute *** ******** (Western ***** ********* *** ******* ***** to roll out ** ************** *********** ************** ******* Improvement *** ********* ********* ********** ********* ***** to be ** **** * **** ** *************** *** ******* ***** ** ************** ************** **** ********* ************** culture inclinations ***** feasible *** ********* another ********* approach ** important Eco-delicate ************** ** a *********** that ***** to **** **** *** ********** ******* ** *** focal ***** of hierarchical ******* *** its principle ****** for existing is to ********* that an *********** ***** ******** ****** supportability ******* ***** ********* ********** ********* **** *********** would ** *** **** ***** ****** *** ********* *** authoritative ******* at *** ******* ******** and ********* (2013) express **** ******* *** supportability ** ****** due ** *** ***** nature" ** related ********** *** ****** ****** *** this ********* ************** happens **** ********* *** unsure values *** ** ******** a *** ** ** *** line *** ******* *** ******** ** *** **** ****************** ** ********** ** an ******** to **** **** ************** initiatives ***** *** ************** ************** ** * ****** ********* ***** ******* ** *** ********** ****** *** ****** ********* ** ******* ************ a natural focal ***** is ******** for ********** **** ******** ** ********* ***** **** *************** ********* ***** ********* 2013) Therefore *** ******* ****** ******** to an ****************** ******** ******* * ******* ****** ** the ******** ********* to continue the ************************************* ********** ** effective in ******** ************ since **** ************** style can **** a culture where *************** **** esteemed *** ***** to ******* *************** this ********** style when taken to *** ********** *** ***** ***** a corporate fundamentalist ******* where *** *************** **** once **** *** association ********** *** ******* represses the ****** base *** ****** them feeling ****** *** *********** upon *** *** ** life ********** **** ** **** ******** the ******* *** ******* ****** *** to ** nearly ****** **** ** ***** ********** ** *** ******* *** its *********** *** qualities **** **** **** ** **** **** * ********** ******* ********* all **** **** **** *********** ****** ********* outside abilities ******* to ***** the ******* which brought ***** ******** enlistment *** ********* ***** **** Because ** the company's ********* ************** culture *********** *** *********** ** ** ******** ********** **** all ***** ******* moves ******* an ************** *********** ** *** *** *********** **** ** * condition ** ************* once **************************** * ***** ********* S ****** The ********** ** ********************* Management International **** ********* * ****** ************ *************** The Problem ** *** Repugnant ******** *********** ************* ************** P & *************** * ****** Globalization ****** Identities *** Employment ******* Journal of Management13(3) 249-257Raj * ***** Srivastava * L ****** **************** ********** *** *************** *** ********* **** of ************** LearningJournal of Management ******** (09725814)17(1) 201-219Shriberg M ***** ********* * ****** Sustainability ********** ********* ******** ***** Methods ***** Best ********* The ******* ** ************** ********* (5) 1-21Sosik * J *** W ***** Blair * L ****** **** ************ and Demonstrating Transformational ********** ** ***** ****************** ** ********** ***** ******* *************** ************** S ****** *********** * ******** **** **** *** ******* **** Publishing **** *** *************************
