Identify what you believe are Greenvale Correctional
Facility’s key issues. Explain your assessment process and the
factors you considered during your analysis. Be sure to include how
organizational culture affects assessment in
organizations.
Organizational culture is so ubiquitous that it affects all areas
of group life. Though organizational culture is not always
immediately obvious in organizations, its outcomes (e.g., turnover,
morale, productivity) can be. Some workplaces require employees to
wear business attire whereas others allow employees to dress
casually. In some workplaces, formal address is used and in others,
people use first names regardless of position. Both examples
reflect organizational norms, or “the way we do things around
here,” otherwise known as organizational culture.
Organizational culture may be subtle yet pervasive and may have a
profound effect on employee attitudes and behavior.
Organizational culture affects each of the levels of organizational assessment: individual, small group, large group, intergroup, and organization. As an organizational consultant or practitioner, it is beneficial to have a toolbox of assessments for organizational evaluation for each of these levels. By assessing organizational culture, practitioners and consultants can then develop evidence-based interventions to address the issues identified by the assessment and evaluation processes.
Consider how the information above may be applied to
the Greenvale Correctional Facility case study that
follows.
Greenvale Correctional Facility is a large, privately-owned, medium-security prison in the southeastern United States. The prison opened in 1988, and, until recently, it employed 300 security, operational, facilities, maintenance, healthcare, and administrative employees.
The prison’s salary and benefit structure are
comparable to other prison systems around the country. However,
Greenvale is currently experiencing significant attrition, creating
an unsafe and unstable environment, both for the inmates and
remaining employees. Staff has reduced from 300 to 210 employees
during the last 6 months, and attempts to recruit and hire new
staff have been challenging. Online recruitment, employee sourcing,
and participation in various job fairs have not created a plentiful
base of trained, experienced employment candidates, and efforts to
retain existing personnel have been unsuccessful. Exit interview
data point to leadership issues, and poor working
conditions.
Prison leadership is comprised of Warden Bob Jones,
who started at Greenvale when it first opened; Sergeant Dave Lee,
the senior-level correctional leader with over 15 years of
experience; and Officer Stan Phillips, a correctional manager who
joined the leadership team in 2015. All three leaders work
collaboratively, but they tend to remain siloed away from the other
employees. All of the prison’s communications are top-down
and authoritative; the leadership team believes this style is
necessary given the work environment and inherent risks involved.
While the team believes they are fostering a
management-by-objectives culture, many employees feel excluded from
the process and perceive more of an in-group/out-group mindset.
Consequently, several recent attempts to implement new policies and
procedures have met with resistance from the current
employees.
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