Abstract
Organizations that are sick with organizational diseases make cutbacks in size and spending, which mostly impact the workforce with massive layoffs. Employees in these organizations are unhappy, frustrated, and live in constant fear of losing their jobs. Employees are doing “pseudo work” (Ivanov, 2017) verses “real work,” pushing the organization into a vicious cycle of more cutbacks and layoffs. This paper discusses organizational diseases, such as double talk, double think, Abilene Paradox, lack of collaboration, lack of innovation, focus on performance evaluations, and examines whether they exist in the company, a large nonprofit organization in the US. The authors then suggest recommendations for improvement to upper management.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
