Leadership As Service Reflection Paper
Ray1103
FA20_Unit9-ServiceCulturePt1.pptxTWU Global LDRS 300 Leadership as Service
Unit #9.1 -
What is Culture?
Today’s lecture
These last two units move us from the individual servant leadership framework to that of the organization.
We want to examine how organizations think, act, create practices and processes that are sustainable, values-driven and servant infused.
If we desire to lead like Jesus and embrace servant leadership, then we need to understand how organizations grow and nurture a service culture with their people, through practices and policies that reflect the beliefs and values of a customer-focused culture.
What is culture?
“Culture is a set of shared and enduring meanings, values, and beliefs that characterize national, ethnic, and other groups and orient their behavior.”
(Faure and Sjostedt, 1993, as cited in Salacuse)
Image retrieved from http://hoodmemorial.org/sermon-category/serving-others/
What is culture?
“Culture is defined as the socially transmitted behaviour patterns, norms, beliefs, and values of a given community.”
(Salacuse, 1998)
The 3 categories of Culture
Individual Enrichment: A process of individual enrichment as we desire to grow as persons through engaging in diverse reading, art, music, events to expand our thinking and perceptions of ourselves and the world.
Culture as an activity: These are activities pursued by means of the museums, concerts, books, and movies. Becoming more knowledgeable about cultural ideas and practices and their connection to people, places and particular histories by interacting with artifacts and events. Rothman, J. (2014, Dec. 26), The Meaning of Culture .
Culture as a group’s way of life: Culture as a group’s “particular way of life,” as when we talk about French culture, Chinese culture, company culture, or multiculturalism. Families have particular cultures as do communities, religious groups, businesses, organizations, etc.
Picture retrieved from http://bydesignmedia.ca/jesus-hands
Williams, Raymond. ‘Keywords: A Vocabulary of Culture and Society, HarperPress (Feb. 14 2013)
https://www.researchgate.net/figure/The-onion-model-of-culture-Hofstede-Hofstede-2005_fig1_230580214
CULTURE MODEL #1
Professor Geert Hofstede
Professor Geert Hofstede, Dutch researcher, analyst, leadership and culture expert spent a great deal of time studying and writing on the intersection of culture and leadership.
He studied people who worked for IBM, a computer company for over 50 years and in offices across the globe.
He identified 6 layers to understanding a culture that is helpful for us as leaders who want to manage cross-cultural relationships and conflict well.
Values are described as the ‘core of culture’ which as ‘broad tendencies to prefer certain states of affairs over others are acquired early in our lives.
Rituals are considered being ‘collective activities, technically superfluous to reaching desired ends, but which within a culture are considered as socially essential’.
Heroes and Symbols mostly have a far shorter life-cycle (an exception seem being ‘religious heroes’ and related symbols).
Heroes are defined as ‘persons, alive or dead, real or imaginary, who possess characteristics that are highly prized in a culture and serve as models for behaviour.
Symbols are words, gestures or objects which carry a particular meaning only recognized as such by those who share a culture.
Practices are the outwardly visible behaviours, artifacts and observable activities that take uniquely take place in response to the culture’s values, rituals, heroes and symbols.
CULTURE MODEL #2
Source: Beyond Culture (1976) by Edward T. Hall
https://www.spps.org/cms/lib/MN01910242/Centricity/Domain/125/iceberg_model_3.pdf
In 1976, an American Anthropologist, Edward T. Hall, developed the iceberg analogy of culture. If the culture of a society was the iceberg, Hall reasoned, then there are some aspects that are visible (above the water) but there is a larger portion hidden beneath the surface.
The external, or conscious, part of culture is what we can see (above the surface) and is the tip of the iceberg and includes behaviours and some beliefs.
The internal, or subconscious, part of culture is below the surface of a society and includes some beliefs and the values and thought patterns that underlie behaviour.
Hall suggests that the only way to learn the internal culture (below the surface) of others is to actively participate in their culture.
When one first enters a new culture, only the most overt behaviours are apparent. As one spends more time in that new culture, the underlying beliefs, values, and thought patterns that dictate that behaviour will be uncovered.
What this model teaches us is that we cannot judge a new culture based only on what we see when we first enter it. We must take the time to get to know individuals from that culture and interact with them. Only by doing so can we uncover the values and beliefs that underlie the behaviour of that society.
FORUM Activity 9.1 - What is Culture?
How might you describe your culture? Given the different perspectives presented in the video, what might be a good practice when it comes to understanding a person from a different culture?
What is
Culture?
Pause & reflect
Group Breakout Rooms
How might you describe your culture?
Given the different perspectives presented in the video, what might be a good practice when it comes to understanding a person from a different culture?
Select 1 person from your group to report back to the Class.
You have 10mins.
What is Organizational Culture?
What is corporate culture?
“Corporate [organizational] culture is the way an organization’s members think, act and understand the world around them.”
(Toister, 2017, p. 8)
What is corporate culture?
“Culture is defined as the socially transmitted behaviour patterns, norms, beliefs, and values of a given community.”
(Salacuse, 1998)
Edgar Schein’s Model of Organizational Culture
https://drvidyahattangadi.com/edgar-scheins-three-levels-organizational-culture/
In 1976, an American Anthropologist, Edward T. Hall, developed the iceberg analogy of culture. If the culture of a society was the iceberg, Hall reasoned, then there are some aspects that are visible (above the water) but there is a larger portion hidden beneath the surface.
The external, or conscious, part of culture is what we can see (above the surface) and is the tip of the iceberg and includes behaviours and some beliefs.
The internal, or subconscious, part of culture is below the surface of a society and includes some beliefs and the values and thought patterns that underlie behaviour.
Hall suggests that the only way to learn the internal culture (below the surface) of others is to actively participate in their culture.
When one first enters a new culture, only the most overt behaviours are apparent. As one spends more time in that new culture, the underlying beliefs, values, and thought patterns that dictate that behaviour will be uncovered.
What this model teaches us is that we cannot judge a new culture based only on what we see when we first enter it. We must take the time to get to know individuals from that culture and interact with them. Only by doing so can we uncover the values and beliefs that underlie the behaviour of that society.
Edgar Schein’s Model of Organizational Culture
https://www.youtube.com/watch?v=wd1bsxWeM6Q
FORUM Activity 9.2 - What is corporate Culture?
Organizational Culture Mapping
Download the Organizational Culture Mapping Template from MOODLE
Read this article - https://www.csp.com/chick-fil-a/#.XcMAhS2941I
2. (video) The 9:55 Experience
3. (video) Service and Hospitality at Chick fil A
Using the Culture Mapping template provided in MOODLE, map out the artifacts, values and assumptions you observe in the Chick-Fil-A Organization.
Complete the Culture Mapping Template and submit by end of class.
