Culture In Organizations

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Presented to systems design graduate students in work process design course at the University of Washington as part of curriculum to develop an understanding of environmental considerations for implementation of IT solutions.

Business Technology

Culture in Organizations December 3, 2008 Rachel Lyn Rumson Cultivating Leadership

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Values are at the Core Goodstien & Goodstien - A new approach to understanding and measuring values.

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Practices and Core Competencies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],http://www.netform.com

Calling Card Rachel Lyn Rumson [email_address] +1.207.332.7224

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In the last decade or so, I have progressively noticed, studied and discovered that diversity in groups/organisations/social systems and dealing with the complexity of it as well as channelizing its potential is one of the greatest challenges of our times. My work over the years in he field shows that the emotional competence and skills to deal with this challenge is far behind intellectual and philosophical understanding of this reality. And what we often find are experiences of exclusion, marginalisation, disempowerment, underutilisation of potential of people and loss of productivity. I am offering a new programme “Leveraging Diversity for Building powerful Organisations: Utilising People’s Fullest Potential’’. This programme is specially designed to develop the capabilities for the same amongst mangers, leaders, Human Resource professionals and other critical people who can make a difference. It is planned to fill the gap between the reality, concepts, values and emotional readiness. Please write to me at umajain53@gmail.com or saharth@gmail.com for a brochure with more details.

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Culture and Power! Perceptions, cross-cultural communication, and other cultural factors that impact employee success, policies, systems, and programs The perception of power is a cultural phenomenon. Different cultures accept the dynamic of power in very different ways. Some accept unequally distributed power as a natural part of the professional world, where other cultures engage and view that power is equal among contributors. This cultural concept is known as power distance. When in a “high power distance” culture, the relationship between bosses and subordinates is one of dependence. When in a “low power distance” society, the relationship between bosses and subordinates is one of interdependence. Knowledge of how you and your team perceive power and accept structure will impact the ease of communication and affect leadership style choices. Culture is a powerful dynamic that helps us understand and be more specific about relationship conflicts and triumphs. Learning Outcomes: Increase professional development, awareness, and communication strategies At the end of the seminar, participants will be able to: a) Leaders share cultural challenges and solutions b) Identify core issues and strategies to manage communication styles and differences c) Explore potential impact of language on perceived confidence and value d) Examine leadership styles and principles to accommodate power distance cultural factors

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by ARTHUR DAHL VIDEO VIDEO of the keynote here: https://www.facebook.com/plugins/video.php?href=https%3A%2F%2Fwww.facebook.com%2Febbf.mindfulpeople.meaningfulwork%2Fvideos%2F10154628682531801%2F&show_text=0&width=560 Systems science shows that the real significance of diversity lies not in the number of different entities and their differences, but how they interact. Diversity is the dynamic driver for greater systems complexity, integration and efficiency. In a coral reef ecosystem or tropical rainforest, it is the increasing cooperation among the species expressed in mutual assistance and symbioses that make their high levels of productivity possible. Similarly, human diversity unaccompanied by values of justice, cooperation and reciprocity can produce the negative reactions we see today. Recent research has suggested that higher levels of ethnically-diverse civilization are catalysed by ethical values from religion, building trust and providing the energy for new levels of organization and efficiency. Businesses and communities can follow this example. Recent guidance from the international Bahá’í administrative body invites us to explore what a new economic paradigm might look like in practice.

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Knowledge has to be improved, challenged and increased constantly, or it vanishes.---Peter F. As we approach the third millennium, America cries out for leadership at all levels of society and in every organization that compose it. It must be a national priority to seek out effective leaders. We urgently need culturally sensitive women and men who can grasp the vision of the future. Leadership is the essential force behind any successful organization. Effective leaders help generate vital and viable organizations that can develop and mobilize into new visionary roles in today’s modern society. In so doing, leaders can form a more desirable future for this nation and the world. In contrast, ineffective leadership directs society into becoming a dreamless society lacking purpose, vision and cohesion. Bennis states: Leaders are the ones with vision, who inspire others and cause them to galvanize their efforts and achieve change. Managers, on the other hand, will follow standard operating procedure to their graves, if necessary, because they do not possess the ability to change course (Bennis, 1997, 17).

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MERCE CUNNINGHAM 1. How Mikail Baryshinikov described Merce Cunningham’s work? 2. Why did he begin to teach? 3. According to Merce Cunningham what is different between female dancers and male dancers? 4. Who inspired him to go to New York? 5. How was 1940s modern dance? 6. Who was the musician Merce Cunningham worked with in his lifetime? 7. How does he start when he choreographs dance? 8. His work “BIPED” what is its significant? Part IV Bringing Out the Best in Organizations and Yourself CHAPTER 8 Organizational Skills 8.1 Leadership and Organizational Culture 8.2 Leading an Effective Organizational Communication System 8.3 Ethics and Social Responsibility 8.4 Leadership and Organizational Politics Chapter Summary CHAPTER 9 Leading Change 9.1 The Nature of Organizational Change 9.2 Models of Change Processes 9.3 Leadership and the Management of Change 9.4 Additional Challenges Chapter Summary CHAPTER 10 Balancing Life as a Leader 10.1 Stress Management 10.2 Time Management 10.3 Work-Life Balance 10.4 Committing to Being a High-Impact Leader and Making a Difference Chapter Summary war82476_08_c08_243-284.indd 243 3/3/16 1:16 PM war82476_08_c08_243-284.indd 244 3/3/16 1:16 PM 8 Organizational Skills Monkeybusinessimages/iStock/Thinkstock Learning Objectives After reading this chapter, you should be able to: • Integrateleadershipactivitieswithorganizationaleffectivenesscriteria. • Recognizetheroleoforganizationalcultureinachievingsuccess. • Analyzeorganizationalcommunicationsystemsandlearnhowtoleadthem. • Understandethicalandsociallyresponsibleactivities. • Adjusttoandmanageorganizationalpoliticsasneeded. war82476_08_c08_243-284.indd 245 3/3/16 1:16 PM Section 8.1 Leadership and Organizational Culture Introduction Seth Goldman could be described as a “thirsty” man. As a college student, he became frus- trated with the products available on the market to quench a person’s thirst. Some had too much sugar, some had too much water, and others had weak flavors. He shared his disillusion with his professor at the Yale School of Management, Barry Natebuff, in a class discussion about major soft drink products in 1988. In 1997, Goldman was playing with different beverage combinations when he became deter- mined to create a new product ideal for rehydrating and quenching thirst. He reconnected with Natebuff, who had recently traveled to India and discovered that many bottled tea products were brewed from the dust and fannings left over from whole tea leaves that had been designated for other uses. The two joined forces and started brewing Honest Tea from whole leaves. After a successful start-up sale to Fresh Fields (Whole Foods Market), the company was launched. A strong, ethically driven culture has always been at the forefront of the firm’s operation. The mission statement states: “Honest Tea seeks to create and promote great-tasting, healthier, organic ...

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Chapter 5: Cultural Approaches to Organizational Communication Introduction Culture affects communication Culture can create barriers that prevent us from understanding others Ideologies and paradigms guide our thinking and impact our understanding of the world around us Case Study: Avianca Flight 052 Avianca Flight 52 was flying from Columbia to New York Due to poor weather, the flight had been repeatedly held up, leaving both pilots panicking about fuel levels After Air Traffic Control again told them to wait, the pilots did not question the command After running out of gas, the plane crashed, killing half of the passengers What cultural dimensions may have influenced this event? Defining Culture The acquired learning of a group that gives its members a sense of who they are, of belonging, and works to make that group recognizably different from other groups Organizational culture is very similar to traditional culture in that it provides a system of shared values, beliefs, and holds meaning to employees Globalization and Culture Globalization has a tremendous impact on the way we communicate between and within organizations Geert Hofstede (2001) created a model of five dimensions that act as a broad framework for understanding the cultural differences between nations Power distance Individualism/collectivism Uncertainty avoidance Long-term vs. short-term orientation Masculinity and femininity Case Study: The New Job and Organizational Culture Zeb served for five years as the branch manager of an established local bank Zeb always adhered to the rules of operation that governed customer and employee expectations Though satisfied with his job, Zeb took an opportunity to work at Google Zeb was startled by the very different culture of Google’s expansive office complex, group lunches, opportunities for innovation and creativity, and flexible work hours Why is a workplace like Google so appealing to many? Organizational Culture Defining organizational features of a company, that separates that company from others in terms of operations, employee relationships, and interorganizational behavior Moving from one organization to another can prove difficult when the organizational cultures are vastly different Substantial differences can cause culture shock in new employees Work Environment Characteristics of the work environment are dictated by organizational culture Expectations of time When does the business day begin and end? How many hours and days of the week are expected? Expectations for dress What is appropriate for the workplace? Expectations of communication behaviors Southwest Airlines – fun and hard work Critical Thinking Questions - Environment What are the time expectations for your classes? What are the dress expectations at your institution? What are the behavioral expectations at your institution? Organizational Commitment Commitment to organizations is changing, as college students now average over ...

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Post #1 Charismatic leaders are essentially very skilled communicators. They understand how to verbally express their thoughts and ideas to their followers on a deep, emotional level. They are able to articulate a compelling or captivating vision, and are able to arouse strong emotions in followers. Charisma is what helps leaders gain the love and support of their followers. They understand how to “work the room” while giving a speech. They pay much attention to the person they are talking to at any one moment, making that person feel like they are, for that time, the most important person in the world. Charismatic Leaders pay a great deal of attention in scanning and reading their environment, and are good at picking up the moods and concerns of both individuals and larger audiences. They then will hone their actions and words to suit the situation. With communication being a prime trait for the charismatic leader, one way to develop this skill in through practice with public speaking. For example, charismatic leaders such as Obama or Martin Luther King Jr. were masters of public speaking. This is because leadership is a public act. Individuals have to be comfortable standing in front of large or small audiences and speaking with knowledge as well as conviction. This may take some time to practice and develop, especially for individuals who are introverted or have anxiety for public speaking. There are several communication training courses that can help sharpen the skill of public speaking but I believe that the most skill will come from getting comfortable with providing speeches. The more experience one gains from delivering speeches will help to build individual style. References: Leanne Atwater, Robert Penn, Linda Rucker. (1991). Personal qualities of charismatic leaders. Leadership & Organization Development Journal, Vol. 12 Issue: 2, pp.7-10 Conger, J. A., and R. N. Kanungo (1998). Charismatic Leadership in Organizations. Thousand Oaks, CA: Sage Publications. Post #2 Charisma “the ability to communicate a clear, visionary, and inspirational message that captivates and motivates an audience” (Antonakis, Feneley, & Liechti 2012, p. 127). It is important to leadership because as a leader you should be able to persuade others, be able to use powerful and reasoned rhetoric, establish personal and moral credibility, and then rouse followers’ emotions and passions. “If a leader can do those three things well, he or she can then tap into the hopes and ideals of followers, give them a sense of purpose and inspire them to achieve great things” (Antonakis, et al, 2012, p. 127). I do agree that charisma can be learned, to some, charisma is something that comes easy to them due to their personality, they are extroverts, however to those who are introverts and being charismatic does not come naturally, the trait can be learned through the right training. This has been studied by Antonakis, et al, 2012, who trained leaders on charismatic leade.

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Week 5_ replies Suzette Wrote: Organizational Culture includes a wide variety of actions, behaviors, meanings and symbols within the organization. The culture consists of the language that is used within the organization such as the titles of job descriptions. It includes how their messages are communicated to employees and their clients. It includes the organizations artifacts which is the style/décor of the organization. The culture also includes any ceremonies or rituals. It includes the values, the ethics and moral codes that is expected from employees. The culture is the idea and essence that is to be portrayed to the community. The culture is what the organization represents. “Cultures have tacit beliefs and values at their foundation” (Anderson, 2017. Pg. 302). Cultures also include the management style of the company such as the clan style, the adhocracy, the hierarchy, or the market type. My organizations culture is a hierarchy type where “Tradition and formality are dominant values. The emphasis is on stability, rules, and efficient processes” (Anderson, 2017. Pg. 301). Reference: Anderson, D.L. (2017). Organization development: The process of leading organizational change (4th Edition). Thousand Oaks, CA: Sage Publications. Shanelle Wrote: According to the article “Basic overview of Organizational” Organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors. Members of an organization soon come to sense the particular culture of an organization. Culture is one of those terms that's difficult to express distinctly, but everyone knows it when they sense it. Elements of organizational culture listed in Chapter 12 that describe my organizational culture are language choices. Language choices sometimes can be hidden in the agency values, ethical beliefs and preferences. However, this culture can create a lot of assumptions and misguided communication. When the culture values, ethics and moral codes are compromise it violates the organization code of conduct. McNamara, Cater (2019)Basic overview of Organizational. Retrieved from: https://managementhelp.org/organizations/culture.htm Phillips, Jean & Gully, Stan (2015) Strategic Staffing. Pennsylvania:Pearson ...

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Resources for Papers 1 and 2 Part 1: The Culture Compass As the “personality” of an organization, organizational culture has been variously defined. Culture has been a topic of great interest to organizational researchers and practitioners alike, given its apparent influence on such matters as organizational change, performance, and effectiveness. An abstract concept, organizational culture is not all that easily defined – although most of us do know it when we “see” it, or when we experience its characteristics. Much of organizational culture is tacit – it lies below the level of our awareness, as certain agreed-upon assumptions are not made explicit. Culture includes artifacts, symbols, stories, beliefs, habits, value systems, and shared assumptions (“the way we do things around here”). Of course, an organization’s culture can be made more highly complex by virtue of the many sub-cultures that make up the overall culture. Whatever culture is, its elements become most readily apparent to us during the merger of two organizations, particularly so when the culture of the two merging organizations are vastly dissimilar. Required Resources Let’s begin our review of organizational culture with the following video: Organizational culture: What is organizational culture and why does it matter? (2010, September 21). Organization Culture. Retrieved on April 29, 2014, from http://www.youtube.com/watch?v=6AFn0vFtLC0 Read the following chapter on Organizational Culture: United States Air War College - National Defense University. (n.d.). Organizational culture Strategic Leadership and Decision Making. Retrieved on April 29, 2014, from http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch16.html Read the following article, which relates to various perspectives and theories of organizational culture: Dev, S. (2013). Assessing and understanding organizational culture: Various views and theories. Indian Streams Research Journal, 3(5), 1-11. Retrieved on Jan 20, 2016 from Google Scholar. Optional Resources The following readings are optional, but are provided here to assist you in completion of the Case and SLP: The following articles pertain to the interrelationship among the organization’s strategy, its leadership, and its culture: Boal, K.B. & Schultz, P.L. (2007). Storytelling, time, and evolution: The role of strategic leadership in complex adaptive systems. Leadership Quarterly, 18(4), 411-428. Retrieved from Science Direct. Gander, M. J. (2009). Managing people in a lean environment: The power of informal controls and effective management of company culture. Journal of Business Case Studies, 5(6), 105-110. Retrieved from ProQuest. Goldman, E. F. (2012). Leadership practices that encourage strategic thinking. Journal of Strategy and Management, 5(1), 25-40. Retrieved from ProQuest. McNamara, C. (2000). Organizational culture and changing culture. Free Management Library. Retrieved on April 29, 2014, from http://managementhelp.org/organizations ...

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