This mixed methods study explored the relationship between organizational culture expressed through values and meeting practices. Three organizations were studied using meeting observations, a staff survey and interviews. The study referenced four conceptual frameworks on the role of meetings in business—that they played a functional role, represented an interruption in the flow of work, were a form of organizational discourse and were a component of organizational culture. Meetings were one of a number of methods the organizations used to reinforce their values and were a complex reflection of the life of the organization and expressed how it had chosen to work out its context, with the role of the managers surfacing as a critical avenue for values reinforcement. Values awareness proved to be an unreliable indicator of values integration. Studying meetings also emerged as a low-threat entrée for OD practitioners to explore an organization’s culture.
|Advisor:||Rhodes, Kent B.|
|Commitee:||Feyerherm, Ann, Lacey, Miriam Y., van Rensburg, Deryck J.|
|School Location:||United States -- California|
|Source:||MAI 56/03M(E), Masters Abstracts International|
|Keywords:||Meetings, Organization values, Organizational culture|
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