Organizational Analysis Paper on Railroads of Pittsburgh Term

Organizational compend on Railroads of Pittsburgh - Term Paper ExampleCorporate culture, in theory, is wiz of the most critical treadles that could get on or bust the progress of a business. Unfortunately, its real value is almost impossible to quantify. The Railroad of Pittsburgh is one of the m all businesses whose success is largely careful by its net revenue and measuring the financial parting of cultural values and rulings is and was never an exact science. This effortfuly is compounded as culture changes, influences come in, and upstart talk technology is demonstrating new forms and intensity of power to the point of forcing changes to the internal organizational communication processes. The contest for Railroads, as in any organization, is to develop an organizational communication process that is stable and strong equal to protect the companys internal and external cultural identity. All the while being universal enough to adjust with the evolving customer and empl oyee needs that dictate the level of cultural diversity within and away of the business. Railroads organizational communication set up largely follows Henry Fayols guess of Classical Management. The communication culture is highly structured with each employee expected to produce outputs that are measured and defined and fuelled by nothing else but salaries and quantifiable benefits (Miller 20). There have been many studies that mention how difficult it is for traditional or old companies like Railroads to adjust and correct to new communication trends or repeat the changes that are slowly reshaping their employees. One of the fundamental reasons companies like Railroads is often struggling to keep traditional communication process is the threat new technologies and its corresponding constructs post to changing the corporate identity altogether. Miller mentioned this excogitation in the Pervasiveness of Power (p. 101). Miller showed 14 sources of power as identified by Morgan ( p. 103) and on flush position is formal authority followed by other factors present in Railroads such as break of resources, boundaries and control of technology. Railroads believe that traditional organizational set-up secure the companys cultural identity. This organizational barrier was also explored by Ronald Arnett in Communication and Community Implication of Martin Bubers Dialogue. Arnett summarized this situation in the impression of Polarized Communication or the process of someones inability to bend or adjust their belief including their own concept of power and authority (p. 15). Perhaps Railroads apprehension to change comes from the disposition of its business. It provides a basic need, one that does not, at least to the managements opinion, require any foreplay to be purchased. Unlike other companies whose products are forced to evolve in order to keep up with competition, Railroads winning selling point is as natural as the geography of Pittsburgh. It feels no n eed to change or progress. That framework is carried within the organization. Managers feel no need to adapt any new form of internal communication. It is also a part of a bigger organization which is the organisation and it is assumed that any changes in identity and process is bound by a larger ideology. The settlement is a classic example of the Max Webbers Bureaucratic Theory of Management as discussed by Miller (p. 23). It has exhaustive spheres of obligation and ultimate power is bestowed upon authorities. Statement of the Problem Arnett (p. 94) believes that companies who are able to adapt to the changes and still maintain their strong cultural identity often result to company growth in branding and revenue which makes studying the companys strategy critical and government is not an exception. In fact, the fact that it is owned and backed by the government that makes it even more critical for Railroad to encounter how its organizational communication is affecting productiv ity and internal and external identity. It is largely financed by government