2- Discussion Questions STR/581: Strategic Planning & Implementation

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As we discussed earlier in this course, organizational culture is the set of important assumptions (often unstated) that members of an organization share in common. Every organization has its own culture. An organization’s culture is similar to an individual’s personality—an intangible yet ever-present theme that provides meaning, direction, and the basis for action. In much the same way as personality influences the behavior of an individual, the shared assumptions (beliefs and values) among a firm’s members influence opinions and actions within that firm. A member of an organization can simply be aware of the organization’s beliefs and values without sharing them in a personally significant way. Those beliefs and values have more personal meaning if the member views them as a guide to appropriate behavior in the organization and, therefore, complies with them. The member becomes fundamentally committed to the beliefs and values when he or she internalizes them; that is, comes to hold them as personal beliefs and values. In this case, the corresponding behavior is intrinsically rewarding for the member—the member derives personal satisfaction from his or her actions in the organization because those actions are congruent with corresponding personal beliefs and values. Assumptions become shared assumptions through internalization among an organization’s individual members. And those shared, internalized beliefs about values shape the content and account for the strength of an organization’s culture.

Pearce, J. A. & Robinson, R. b. (2013). Strategic Management: Planning for Domestic and Global Competition (13th ed). New York, NY: McGraw Hill

1. So extend this assumption to the stakeholder - how does organizational culture impact them?Bottom of Form

As we conclude out course lets take a flashback to previous discussions over the last couple o of weeks. This posts brings us back to the concept of “power”. Organizational sources of power are derived from a manager’s role in the organization. Position power is formally established based on the manager’s position in the organization. By virtue of holding that position, certain decision-making authorities and responsibilities are conferred that the manager is entitled to use to get things done. It is the source of power many new managers expect to be able to rely on, but often the least useful. Reward power is available when the manger confers rewards in return for desired actions and outcomes. This is often a power source. Information power can be particularly effective and is derived from a manager’s access to and control over the dissemination of information that is important to subordinates not yet easily available in the organization. Punitive power is the power exercised via coercion or fear of punishment for mistakes or undesired actions by a manager’s subordinates.

Leaders today increasingly rely on their personal ability to influence others perhaps as much, if not more so, than organizational sources of power.

Effective leaders make use of all seven sources of power and influence, very often in combination, to deal with the myriad situations they face and need others to handle. The exact best source(s) of power and influence are often shaped by the nature of the task, project, urgency of an assignment, or the unique characteristics of specific personnel, among myriad factors.

Pearce, J. A. & Robinson, R. b. (2013). Strategic Management: Planning for Domestic and Global Competition (13th ed). New York, NY: McGraw Hill

2. Provide an Example