1. Anglos are not provided as much official opportunity to learn and retain SL through their careers administratively.
Regards
G2G
Which is all part of the plan, I assume, to socially engineer the CAF so that an outsized proportion of Francos have an advantage over Anglos, despite their levels of leadership competence.
I wonder how that kind of officially sanctioned career nepotism adversely impacts other aspects of organizational culture?
Oh wait, what's this?
NEPOTISM AS A CAUSE AND CONSEQUENCE OF UNHEALTHY
ORGANIZATIONAL CULTURE
Abstract
Nepotism is analysed in the article in the context of unhealthy
organizational culture. In order to clarify the concept of the connections of
nepotism as a management anomaly with unhealthy organizational culture, the
hypotheses, which are tested by correlation analysis and t-test methods, are
formulated.
The research has shown the close interrelationship between
nepotism and unhealthy organizational culture.
Keywords: nepotism, unhealthy organizational culture, management
anomaly, causes and consequences of nepotism.
Introduction
Relevance of the research. Nepotism is a natural social phenomenon, but
it threatens to become a management anomaly in an organization. Although the
phenomenon is regulated in the public sector organizations, the freedom of
treatment of the phenomenon remains an object of debate (see: Vveinhardt,
2012a, 2013). Nepotism is usually perceived as protecting a relative or a friend,
i.e., it is invested not in productivity, but in the cluster based on family
connections. The quality of human resources in activities of both public and
private sector organizations becomes risky, as the management processes are
affected by subjective criteria, emploвees’ interpersonal relationships are
destroyed. Nepotism is often inseparable from favouritism and protectionism,
which are described quite differently, but protection of someone’s own cluster
becomes their common denominator. In order to improve management of the
organizations both formalised and unformalised ethical evaluation of the
phenomena, refining the values, and formation and development of the culture,
unfavourable to unfair decisions, are necessary. The phenomena of nepotism,
favouritism and protectionism are related, capable of existing side by side, and
together lead to unfair managerial decisions. There is no doubt that there is a
connection between nepotism and organizational culture. Nepotism is a dual
organizational-management anomaly, affecting organizational culture, and is a
consequence of sick organizational culture (see: Vveinhardt, Petrauskaitė, 2013a,
2013d), however, empirical studies are needed to substantiate these relations.
Problem of the research is set by the question how strongly nepotism
refers to organizational culture?
