Abstract
Introduction. At the beginning, entrepreneur creates his own concept of organization – value-cognitive-actional pattern, which is socialized, coming into conflict with CEOs’ individual interests. For this purpose, they use various distortion styles of organizational reality in their interpretations of values, cognitions and actions, thereby destroying organizational productivity. Aim. We have aim to explore wide-spread distortion styles in interpretations of organizational reality (CEO). We obtained 95 organizational self-descriptions of companies (from 50-1500 individuals) and classified them (key topics, actors, intention). Then we discovered interpretation styles and have grouped them according to a specially developed hierarchical model of organizational self-descriptions on several levels (formal: procedures and rules of behavior; content (statics: objects, agents and their attributes; dynamics: processes, algorithms and technologies); sense-logical: purposes, causes, values and beliefs). Results. We identified the following distortion styles of the entrepreneur’s value- cognitive-actional pattern: procedural (formal) - formal following of rules, norms, and instructions; personnel follow formal rules. Authoritarian (static) – the power of guarantor, authority and enactor of rules; personnel are obedient and loyal; participative (dynamic) – interaction, rules and hierarchies are the result of negotiations; the head of organization is a moderator; personnel are a part in negotiations. Conclusions. Destructive distortion styles lead organizations to: moral disengagement – avoidance of values in relationships, decisions and actions; guilt instead of responsibility – feeling guilt or self-justification; narrow-mindedness – insisting on one’s own vision and ignoring feedback.
Highlights
Entrepreneur creates his own concept of organization – value-cognitive-actional pattern, which is socialized, coming into conflict with CEOs’ individual interests
We have aim to explore wide-spread distortion styles in interpretations of organizational reality (CEO)
We suppose that organization is a specific open socio-economic environment which is formed in order to attain certain complex effect in the process of interaction between the initiator and external environment through the continuous selection of the necessary elements and through the specific way of ordering the structure and relations between them in the process of interaction with external organizational environment
Summary
Organizations constantly exist in a process of sense-making, interpretation and sensetransfer. Organization has to overcome the uncertainty (to produce clarity and exactness in the description of reality) of the external and internal environment It must produce, interpret and transmit meanings in order to adequately secure its place in space, and takes actions to reduce the uncertainty. We suppose that organization is a specific open socio-economic environment which is formed in order to attain certain complex effect (the realization of a concept) in the process of interaction between the initiator and external environment (of a life cycle) through the continuous selection of the necessary elements (of various nature) and through the specific way of ordering the structure and relations between them in the process of interaction with external organizational environment. Informational distortions take place, closedness towards external environment forms, the company loses its adaptation This leads to the situation where initially set meanings, especially the one of initiator, is diffused and loses the reality. The object of the research was to identify ways of ideologization used by top managers when interpreting organizational reality
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