However, there seems to be a widely held misconception that throughout an organization or within a specific division there is only one uniform culture that exists. This definition does not seem adequate because it fails to recognize that in many organizations there are quite often groups that are unique of the dominant culture. They may have values that are not consistent, or outwardly reject the culture as a whole, yet at the same time they are still able to maintain their position within the firm. In addition, it has been a personal experience that in many organizations strong organizational culture can in fact be negative, and in fact actually damage the performance of their employees. The perception is due to the fact that in many organizations the culture can act as a barrier to the

In addition the candidates did not receive the extensive training that was needed to help develop their skills and perform the routine tasks of this very demanding position. This may have been a result of the fact that the company was unsure whether they would retain the services of the new staff. This in turn made many of the new recruits feel inadequate when compared to their full-time counterparts. Hence they did not feel part of the team and part of the organization. It also had the unintentional effect of reinforcing the feeling among many individuals that the company was not committed to them and that they did not want to make the investment in their training since they were uncertain whether they would keeping them as members of the organization.

Many of the fail points within the organization could be traced directly back to its socialization process. The socialization process is the process by which an organization brings new employees into its culture. The older members of the society transmit to younger members the social skills and knowledge needed to function effectively in the organization. This process of the organization develops the skills and competencies needed to perform the new job. Although the company seemed to be successful in the first two steps the remainder of the process seemed to be inconsistent with this theory.

In this case if the organization wanted to maintain competition between its staff members what may have been a more appropriate action would be for their socialization process to be much more rapid. This is because it would have had the likely effect of reducing much of the uncertainty, and surrounding the new position. This is especially important for those individuals that were on a contract basis since they believed ahead of time that they were only going to remain at the position for a very short time, and thus there was no reason for them to be very productive.

The company would have been much more successful if the manager were to try and promote the culture in a more positive way. This could be achieved by trying to establish a sense of pride and enthusiasm in the firm rather that requiring each individual to strictly adhere to a narrow and rigid behavior. In doing so the firm would more likely have a much more devote staff since they feel more comfortable about their position in the firm and the future. The staff would be encouraged by the fact that they feel part of the team and hence they would be more proactive, productive and add value to the company.

Some topics in this essay:
, socialization process, position firm, organizational culture, core values, job security, uncertainty surrounding position, help develop skills, contract staff, norms values, perception due, company successful, reward structure,