Subculture strife hinders productivity

Article Abstract:

Different organizational subcultures have to be acknowledged and integrated into a company's overall corporate culture. Most subcultures are determined by function or managerial level, wherein each group has common values and expectations. Integrating these subcultures begins with identifying the core values and beliefs of each subculture by interviewing its members and attending department meetings. When all the subcultures are determined, their differences and contributions must be evaluated. Company objectives must then be presented to each group for members to realize how they can support them. Lastly, communication between subcultures is also essential so each group learns the value of the other groups. Eliminating the functional and hierarchal barriers between employees by establishing project teams also minimizes subculture development since these projects are often temporary.

Subculture

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U S West finds strength in diversity

Article Abstract:

The corporate philosophy of telecommunications company U S WEST is based on a pluralistic approach to personnel management. Employees work in a corporate culture unhindered by barriers resulting from differences in culture, race, age, gender, physical ability, religion and sexual orientation of its employees. Among the programs that nurture and facilitate this pluralistic corporate philosophy are its three-day training program for managers called 'Managing a Diverse Workforce,' a one-day training program for employees called 'The Value of Human Diversity,'and an assessment mechanism for managers called the 'Pluralism Performance Menu.' Employee Resource Groups provide employees with a channel for addressing grievances resulting from work force diversity.

Radiotelephone communications, COMMUNICATION, Telephone communications, exc. radio, Usage, Telecommunications services industry, Telecommunications industry, U S WEST Inc., Pluralism

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Monsanto responds to diversity

Article Abstract:

Monsanto Agricultural Co is changing its corporate culture to take advantage of the diversity of its work force. The Eliminating Subtle Discrimination task force was created in Jan 1989 to deal with diversity and eliminate subtle discrimination against employees. The task force, realizing that subtle discrimination will always be present, changed its name to Valuing Diversity and concentrated on raising employees' awareness about diversity. The new corporate culture has had a positive effect on Monsanto's interviewing and recruitment process.

CHEMICALS AND ALLIED PRODUCTS, Chemical industry, Interpersonal relations, Monsanto Co. Agricultural Group

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