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Mba502-Week2-Kudlerfionefoods-Organization-Behavior.Doc

Running head: ORGANIZATIONAL BEHAVIOR â€" KUDLER FINE FOODS

Organizational Behavior â€" Kudler Fine Foods
University of Phoenix
MBA 502
Introduction
Performance of an organization is dependent on the alignment of the constituent resources and the ability of the resources to adapt to the change. "Organizational culture is a system of shared values, assumptions, beliefs, and norms that unite the members of an organization. Organizational culture reflects employees' views about "the way things are done around here” (Gomezâˆ'Mejia & Balkin, 2002, p. 108).
Culture can be visible, something that people can see or feel or based on espoused values, or based on core beliefs. Some of the examples are an organization that adapts employee dress code, management decision to layoff employees to reduce cost, and organization culture based on innovation and creativity. Culture helps managements to meet the objectives and goals of the organization. Culture promotes a sense of stability among employees, and helps employees to accept and adapt to organizational changes.
This paper provides an overview of organizational behavior through reviewing the Kudler Fine Foods employee files and other documents to assess its readiness for change. This paper also analyses Kudler's organizational behavior with other companies in similar industry.
Organizational Culture
Organizational Culture is a sum of shared values, beliefs, and median that unites the team members of an organization. It reflects employees' views about "the way things are done around here.” The culture particular to each organization affects how employees behave and the type of employees hired and retained by the organization.
Organizational Culture can be distinct at three levels. First being, Visible Culture as it is self explanatory, it is something that an observer can see, hear and feel. The visible culture makes it evident for an observer to infer the dominant cultural...