World view paper

The work groups may have a local set of values that significantly differ from the dominant culture. Many organizations related to health care, engineering, artists, and researchers have adopted the heterogeneity assumptions. The distinctive work paradigms and the demands of the occupations can easily marginalize the employees from the central organization. As a result, the workers try to cope with everyday frustrations and preserve their distinctive identity. They do so by working intensively together under a subculture (Bratton et al., 2010).
The cultural heterogeneity affected my behavior as a doctor with a certain health organization. For example, we could collectively interpret the dominant value of providing the best possible care service to patients. However, the various professional groups frequently delivered care in a way different from the espoused value. Each group had a different interpretation from others of what best care means. For doctors, for instance, we interpreted it as eradicating the cause of the disease. On the other hand, occupational workers believed that it delivering care is helping patients to achieve improved life quality and greater mobility. These differing subcultures frequently clashed with one another and the central culture.
Another theory, the symbolic- interactionist perspective, views organizational world as the all its members’ interactions put together. It assumes that culture is a vehicle that carries shared meaning (hence symbolic). It is brought about by the face-to-face encounters (hence inter-actionist) of workers and managers as they engage in daily workplace activities (Bratton et al., 2010). Thus, the organizational actors construct the culture, and then the networks of symbols and meanings among workers and managers reproduce it. Studying language, space, action, observable artifacts, beliefs, and values of the organization can thus help in