MANAGING SERVICE INDUSTRIES

Managing Service Industries, Organizations and People

Table of Contents

Introduction3

Company's Corporate Culture3

Carl Jung Theory Of Psychology7

Erickson Theory Of Psychology8

Discussion9

For A Model, Of Socio-Technical Analysis of MSIOP10

Idiosyncratic Behavior And Employee Performance13

Conclusion15

References16

Managing Service Industries, Organizations and People

Introduction

Organizations do not operate in isolation. Organizations operate in an environment more competitive as part of a general phenomenon of globalization that emphasizes their interdependence. This induced linkage based on cooperation which extends to the vertical or horizontal integration in order to cope with environmental constraints and increase the competitiveness of the company (Parnell 2008). Multinationals are also the emanation of the phenomenon of globalization.

Company's Corporate Culture

Corporate culture is, in my opinion, the most complex because it involves corporate, fundamentally, human nature. Many times, when I explain to my students the concept of corporate culture, similar to those conducted with people, since in both, I say, there are some areas easily accessible for observation and others, yet very opaque, which only be reached indirectly through the analysis of the behaviors, attitudes, which tell us no express or manifest sense but symbolic, implicit. In organizations there, as in the human mind, a sort of unconscious therein lies the core of the corporate culture of an organization.

However, the corporate culture is not, despite the above, an ornament to use and enjoy hot amateur minds to vague. On the contrary, today it is a fact within the corporate pop because, finally, organizations begin to assume that the key to success is crucial for people in exactly the ability that these organizations have to release the hidden potential or asleep in their staff and take full advantage in achieving their corporate goals, which must be convergent with those of people living in these corporations (Moscoso 2000 ,p. 237)

Most management programs and human resource development have limited effectiveness because they are initiated by a rigorous analysis of the culture of the organization that allows its subsequent adaptation to existing business project. Many of these programs introduce procedures in organizations, some of them very rare, that fail to root for the lack of involvement among the staff getting precisely because of their inability to mobilize the energies latent.

The adjustment of the corporate culture to business project, or change if it is opposed to this development should be the starting point, the zero degree of any current corporate strategy, but for this, and before putting the tools to that adjustment or change of culture, we must understand fully what is its nature (Nydell 2006 ).

Approach to the Concept Of Corporate Culture

It is perhaps not a coincidence that Geert Hofstede, an organizational psychologist working for a multinational corporation, provided a broad framework of cross-cultural comparison in his 1980 book, Culture's Consequences, based on his surveys about work values of IBM employees from more than 40 countries around the world. He identified four cultural dimensions—power distance, individualism and collectivism, masculinity and femininity, and uncertainty avoidance—on which each cultural group may be located. Power distance indicated the extent to which people tolerated power ...