Similarly, we find out the culture of an company via its symbolic environment (e.g. its organized activities represent the research for meaningful orders) in addition to via its uses of symbols ( i.e. its actions, practices, stories, and artifacts). The understand of organizational cultures thereby involves interpreting the meaning of these symbolic constructions"(Eisenberg & Goodall, 1997, 125).
And yet it's undeniable that a company's culture is an integral key to how the company can be managed. Why, then, did the authors select to maintain clouding the subject with a lot more and a lot more elusive examples. The most absurd was the illustration quoted on article 132 which I call the Spider Man example.
The management of organizations, of society, and of very own life ultimately involves the management of contradiction. The option that men and women and societies ultimately have prior to them is thus incredibly a option on the kind of contradiction that's to shape the pattern of daily life. The conflicting alternatives or conditions that are the essence of paradox make most people unomfortable, enveloping them during the ambiguity that attends the perceived need to choose in between seeming bipolar opposites.
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