Rhetorical analysis paragraph

Rhetorical analysis paragraph

Outline of Rhetoric Situation and Context

  1. Subject
  2. How to bring about change in an organization’s dysfunctional culture from the managerial perspective.
  3. The Purpose
  4. The issue in question
  5. The dysfunctional organizational culture
  6. To investigate how the managers can precisely define corporate culture and diagnose dysfunction and effect change
  7. The audience
  8. The managers of the organization set by dysfunctional corporate culture
  9. The employees interacting in the dysfunctional organization culture
  10. The constraints
  11. The management of the organization with the power to change the culture
  12. The workers capable of adopting new cultural traits and giving feedback

Paragraph

An organization is to be considered culturally dysfunctional if its value sets are misaligned, and there is evidence of mistrust and conflict. (Cook, 2014) Two things clear from this assertion is that cultural dysfunction is a reality and is quintessential for engagement and organizational behavior. The managerial teams capable of effecting an organization shift in cultural predisposition has to be able to describe the culture in the organizational context. The culture of an organization is inherent to the system structure and is directly related to essential elements in the body such as incentive systems. (Watkins, 2013) It, therefore, follows that a distinctive description of organizational culture is in order, for analysis and transformation of culture to be initiated. By defining culture in the organizational structure, the diagnosis of the culture can be the basis of preservation of current good cultural tendencies and design of new improved ones. In the exploration of the meaning of culture, it is assumed that the meaning registers as a common generalized conception in the organization among those who preserve the culture whether dysfunctional or not. In appreciation of the general nature of organization cultural, several generalizations are surmisable. Culture can be used to oversimplify organization process hierarchy or the established flow of events. The consistent pattern of behaviors in an organization is adopted as the norm for what people do routinely. Culture, contrarily, may be seen as the result of the constant incentive process. All members of an organization aspire to attain some form of incentive in forms of recognition, monetary and otherwise rewards such as promotions of status. By the way an organization carries out such fundamental responsibilities as appraisal, the employees are incentivized to replicate certain beliefs and values that ultimately shape the organizational culture. It, therefore, becomes apparent that organizational culture involves a collectivized process of awareness and understanding though the interests of the individuals may be personal. By creating a generalized awareness, corporate culture transcends the reductionist limitation to behavior output into a conception of the truth as it relates to the particular organization’s context and the way things exist in their current state. By considering the collective notion of cultural position of the group it is evident that there must be shared ideal that serve as the cohesive substance of the individuals in the culture. The collective group relies on a common narrative in which is embedded the meaning of value sets and rituals. When strategizing for change, it is paramount for the managers responsible for the change to appreciate that the collective idealization of organizational is a form a social control that seeks to constrain the members into what the organizational environment has accustomed them to understand as the norm and, therefore, an evolutionary angel in the definition. Finally, the organization as a macrocosm of the individual constituents of an organization is subject to change as the forces that determine the culture are. It is, therefore, inclusive in the definition the dynamic nature of cultural change. This aspect is particularly evident in the onboarding process as new people join and adapt or resist to conform to the organization’s culture and evoke the need for change for instance if dysfunctional traits are evident. (Watkins, 2013)

Rhetorical Devices and Strategies Used

The paragraph is constructed through full sentences following several rhetorical devices in the composition. Metanoia and antithesis have been extensively employed to create the connection between all the various generalizations that one could consider in trying to reach a conclusive definition of culture before diagnosing for dysfunction. Metanoia is used in reinforcing the statements and linking to the evidence. The middle body of the paragraph is an instance of enumeration detailing the point through the strategy of amplification by the detailed description to establish the flow of thought through the thesis, evidence and link and explication of individual points and subpoints.

 

 

References

Cook, M. (2014, June 30). 10 tips for changing organisational culture. Retrieved October 21,        2015, from http://www.hrmagazine.co.uk/article-details/10-tips-for-changing-   organisational-culture

Watkins, M. (2013, May 15). What Is Organizational Culture? And Why Should We Care?          Retrieved October 21, 2015, from https://hbr.org/2013/05/what-is-organizational-culture

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