netrashetty
Netra Shetty
Paramount Pictures is an American film production and distribution company, located at 5555 Melrose Avenue in Hollywood. Founded in 1912 and currently owned by media conglomerate Viacom, it is America's oldest existing film studio; it is also the last major film studio still headquartered in the Hollywood district of Los Angeles. Paramount is consistently ranked as one of the top-grossing movie studios.
CEO
Clayton Riddell
Director
Alistair Thomson
Director
Bernie Wylie
Director
Tom Claugus
Director
John Roy
Director
Sue Riddell Rose
Director
David Knott
Director
V. Riddell
Director
Dirk Junge
CFO
BL
Legal & Secretary
MS
COO
James Riddell
According to Barbeschi (2002), the process of making an organization is simultaneously the growth and maintenance of relationships among individuals who are working towards a common goal and the actual accomplishment of tasks, individually and collectively. In any organization, there exist two dimensions (Barbeschi, 2002). The technical dimension includes elements that are generally visible but hard to decipher like the control systems (recruitment mechanisms, administrative rules and procedures, etc.), structures (departments and divisions and physical facilities), and techniques and procedures (performance, working methods). The cultural/political dimension is more intangible and strategic in nature. This dimension explains the assumption about the essence of the Secretariat’s culture. It includes rituals and myths, symbols and games. Due to the common behavior, an internal integration within the organization is developed. In a sense, all cultural learning reflects the original values of individuals and their sense of what ought to be as distinct from what is.
Thomas (1991) provides a working definition that goes beyond valuing differences: Managing diversity is a comprehensive managerial process for developing an environment that works for all employees." This definition has two key features. First, “managing diversity" is a "comprehensive managerial process." It is not enough to provide diversity training in an organization and pat ourselves on the back for raising the level of awareness. Managing diversity implies an ongoing, system-wide process that will tap the potential of all employees. It implies growth and development on the part of the organization and its people -- movement on both sides. Second, this definition specifies "developing an environment that works for all people." In order to develop this environment that works for all people, we are going to have to change corporate cultures. Thomas (1991) provides an action plan for developing cultural changes in corporations. According to Thomas, we expect people to assimilate into the corporate culture. Today, employees are reluctant to assimilate and are more likely to want to maintain their uniqueness. As a result, we will have to create a culture that both values and manages diversity.
CEO
Clayton Riddell
Director
Alistair Thomson
Director
Bernie Wylie
Director
Tom Claugus
Director
John Roy
Director
Sue Riddell Rose
Director
David Knott
Director
V. Riddell
Director
Dirk Junge
CFO
BL
Legal & Secretary
MS
COO
James Riddell
According to Barbeschi (2002), the process of making an organization is simultaneously the growth and maintenance of relationships among individuals who are working towards a common goal and the actual accomplishment of tasks, individually and collectively. In any organization, there exist two dimensions (Barbeschi, 2002). The technical dimension includes elements that are generally visible but hard to decipher like the control systems (recruitment mechanisms, administrative rules and procedures, etc.), structures (departments and divisions and physical facilities), and techniques and procedures (performance, working methods). The cultural/political dimension is more intangible and strategic in nature. This dimension explains the assumption about the essence of the Secretariat’s culture. It includes rituals and myths, symbols and games. Due to the common behavior, an internal integration within the organization is developed. In a sense, all cultural learning reflects the original values of individuals and their sense of what ought to be as distinct from what is.
Thomas (1991) provides a working definition that goes beyond valuing differences: Managing diversity is a comprehensive managerial process for developing an environment that works for all employees." This definition has two key features. First, “managing diversity" is a "comprehensive managerial process." It is not enough to provide diversity training in an organization and pat ourselves on the back for raising the level of awareness. Managing diversity implies an ongoing, system-wide process that will tap the potential of all employees. It implies growth and development on the part of the organization and its people -- movement on both sides. Second, this definition specifies "developing an environment that works for all people." In order to develop this environment that works for all people, we are going to have to change corporate cultures. Thomas (1991) provides an action plan for developing cultural changes in corporations. According to Thomas, we expect people to assimilate into the corporate culture. Today, employees are reluctant to assimilate and are more likely to want to maintain their uniqueness. As a result, we will have to create a culture that both values and manages diversity.
Last edited: