week 6 Organizational Theory And Development (B01)

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Organizational_Culture_and_Leadership_----_Part_Three_Culture_and_Leadership_through_Stages_of_Growth3.pdf
AdministratorInterviewAssignmentInstructions1.docx
BiblicalOverviewAssignmentInstructions.docx
HarvardBusiness_2019_TheLeadersGuideToCorp_HBRs10MustReadsOnBuil.pdf
The_Advantage_Why_Organizational_Health_Trumps_Eve..._----_The_Centrality_of_Great_Meetings4.pdf
Organizational_Culture_and_Leadership_----_Part_Three_Culture_and_Leadership_through_Stages_of_Growth6.pdf
Organizational_Culture_and_Leadership_----_Part_Two_What_Leaders_Need_to_Know_about_Macro_Cultures.pdf
Organizational_Culture_and_Leadership_----_Part_Three_Culture_and_Leadership_through_Stages_of_Growth5.pdf
Organizational_Culture_and_Leadership_----_Part_Three_Culture_and_Leadership_through_Stages_of_Growth4.pdf

Organizational_Culture_and_Leadership_----_Part_Three_Culture_and_Leadership_through_Stages_of_Growth3.pdf

210 o r g a n i z a T i o n a l C u l T u r e a n D l e a D e r s h i p

changes to finding appropriate formal metrics that can be applied equita- bly across groups and units. This process often results in managers looking only at the numbers for their subordinates, leading to complaints that “my people are not accountable” when the numbers don’t meet the targets. This process reinforces the depersonalization from Level 2 to formal Level 1 dis- tant “professional” relationships.

Strategic Focus Becomes More Difficult

With growth, there is a proliferation of products, services, and markets, which makes it more and more difficult to allocate resources equitably and appropriately when each unit is fighting for “its fair share” while strategy calls for allocating resources differentially. Deciding which things to shut down (“eating one’s own children”) becomes very difficult.

The Role of Central Functions and Services Becomes More Controversial

With growth it becomes more difficult to decide whether each unit should have its own services or such services should be centralized. Which ones should be centralized and how they should be connected to their counter- parts in the units become very complex systemic dilemmas.

Growth of Responsibility for Others Increases

With age and experience managers in growing companies acquire subordi- nates for whom they are now responsible. Failure in doing one’s job now means not only losing one’s own job but jeopardizing the jobs and liveli- hoods of potentially countless others.

Decision Making Becomes Biased by Responsibility for Others

This process was clearest in DEC, where the same people who argued pas- sionately from their own logical premises when the company was small became managers of larger units, which led them to “sound logical” but actually to argue for protection of their own units. This bias is strongly

Schein, E. H. (2016). Organizational culture and leadership. John Wiley & Sons, Incorporated. Created from liberty on 2023-08-24 15:56:34.

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AdministratorInterviewAssignmentInstructions1.docx

CLED 835

Administrator Interview Assignment Instructions

Overview

One of the best ways to learn about organizational theory and development is to talk with individuals who have led organizations. These individuals can provide insight and a perspective on the routine elements of the corporate culture that can be vital to the student’s development.

Instructions

You will interview an administrator within a non-profit organization concerning various aspects of corporate culture. This interview will need to be conducted in real-time, meaning, you are not permitted to email the questions to the administrator and receive back an emailed response. The conversational nature of the interview is important to learning about the non-profit’s culture.

A list of questions for the interview is provided below:

1. How would you (and those within the organization) describe the corporate culture of this organization?

2. How do you think those outside of the organization would describe the culture of this organization?

3. What are the visible indicators of this organization’s culture (You may want to explain Schein’s “Three Levels of Culture,” specifically the level of artifacts.)

4. What are the beliefs and values that help to drive the organization’s culture? (You may want to explain Schein’s “Three Levels of Culture,” specifically the level of espoused beliefs and values.)

5. What are the basic underlying assumptions that provide a foundation for the organization’s culture? (You may want to explain Schein’s “Three Levels of Culture,” specifically the level of basic underlying assumptions.)

6. What process is used to ensure new employees understand and embrace the organization’s culture?

7. If the organization utilizes volunteers, what is the process of recruiting and managing volunteers?

8. What is the process for making important decisions across the organization?

You should keep in mind the following as you complete the assignment:

1. The assignment should be formatted according to current APA formatting standards.

2. All academic papers at the doctoral level should include a title page.

3. Please include section headings throughout the assignment.

4. Please include each question as a heading within the paper. (All eight questions must be addressed within your submission.)

5. Reference the grading rubric for more details about the assignment.

6. Students are not permitted to interview individuals in leadership positions in the School of Divinity or Liberty University.

The suggested outline (and corresponding elements to include) for this assignment is the following:

1. Introduction (no more than ½ page)

a. Include a brief overview of the non-profit organization

b. Include a brief overview of the administrator’s role and length of service within the organization

c. Include the date of the interview

2. List of questions with your typed responses

a. You should summarize the answers provided by the administrator. (Do not simply quote the administrator in your explanations.)

b. Each explanation should be 100-150 words per question.

3. Conclusion (no more than ½ page)

Note: Your assignment will be checked for originality via the Turnitin plagiarism tool.

Page 1 of 2

BiblicalOverviewAssignmentInstructions.docx

CLED 835

Biblical Overview Assignment Instructions

Overview

The Bible has much to say about organizational theory and development, especially as it relates to the development of institutional culture. In an effort to further develop your understanding of the contributing factors to organizational culture, you will be asked to investigate and to interact with biblical teachings. Reflecting on the way the Bible forms and informs culture will help cultivate a biblical worldview perspective on organizational theory and development.

Instructions

You will choose one of the following biblical institutions to write on for this assignment:

1. The Family Unit

2. Government (as seen in the nation of Israel)

3. The Church

After selecting one of the above institutions, you will identify and explain the institution using the framework of Edgar Schein’s Three Levels of Culture. (For instance, if you choose to write on the church, you will address the various Artifacts that are evidenced within Scripture that speak to the biblically-based culture of the church.) Be sure to limit your research primarily to what Scripture indicates about that institution. (For instance, if you choose to write about government, your research should focus on the biblical support for government, not the founding documents of various nations.)

You should keep in mind the following as you complete the assignment:

1. The assignment should be formatted according to current APA formatting standards.

2. The assignment should have a total of 6-8 pages of content (not counting the Title Page of References page).

3. Students should identify and interact with a minimum of three biblical passages.

4. Students should interact with a minimum of 5 academic sources (outside of the course textbooks) for the completion of the assignment. It is recommended that these resources be biblical commentaries and theological reference materials.

5. All academic papers at the doctoral level should include a title page.

6. Please include section headings throughout the assignment.

7. Reference the grading rubric for more details about the assignment.

The suggested outline (and corresponding questions to consider) for this assignment is the following:

1. Introduction (no more than 1 page)

a. Include the biblical institution you using for the assignment

2. Biblical Overview of Institution’s Artifacts (1.5-2 pages)

a. Questions to consider:

i. What are the biblical artifacts for this institution?

ii. How are these biblical artifacts visible to those outside the institution?

3. Biblical Overview of Institution’s Espoused Beliefs and Values (1.5-2 pages)

a. Questions to consider:

i. What are the biblical beliefs and values that should be evidenced within the organization?

ii. How should Scripture form and inform the ideologies of the institution?

iii. How are these beliefs and values best displayed through the institution’s artifacts?

4. Biblical Overview of Institution’s Basic Underlying Assumptions (1.5-2 pages)

a. Questions to consider:

i. What are the biblical underlying assumptions that form and inform the institution?

ii. What are the stories that shape the understanding of the institution?

iii. What are biblical assumptions about human nature that form and inform the institution?

5. Conclusion (no more than ½ page)

Note: Your assignment will be checked for originality via the Turnitin plagiarism tool.

Page 1 of 2

HarvardBusiness_2019_TheLeadersGuideToCorp_HBRs10MustReadsOnBuil.pdf

The Leader’s Guide to Corporate Culture by Boris Groysberg, Jeremiah Lee, Jesse Price, and J. Yo-Jud Cheng

STRATEGY AND CULTURE ARE AMONG the primary levers at top leaders’ disposal in their never-ending quest to maintain

organizational viability and effectiveness. Strategy offers a formal logic for the company’s goals and orients people around them.

Culture expresses goals through values and beliefs and guides activity through shared assumptions and group norms.

Strategy provides clarity and focus for collective action and decision making. It relies on plans and sets of choices to mobilize

people and can often be enforced by both concrete rewards for achieving goals and consequences for failing to do so. Ideally, it also

incorporates adaptive elements that can scan and analyze the external environment and sense when changes are required to maintain

continuity and growth. Leadership goes hand-in-hand with strategy formation, and most leaders understand the fundamentals. Culture,

however, is a more elusive lever, because much of it is anchored in unspoken behaviors, mindsets, and social patterns.

For better worse, culture and leadership are inextricably linked. Founders and influential leaders often set new cultures inand

motion and imprint values and assumptions that persist for decades. Over time an organization’s leaders can also shape culture,

through both conscious and unconscious actions (sometimes with unintended consequences). The best leaders we have observed are

fully aware of the multiple cultures within which they are embedded, can sense when change is required, and can deftly influence the

process.

Unfortunately, in our experience it is far more common for leaders seeking to build high-performing organizations to be confounded

by culture. Indeed, many either let it go unmanaged or relegate it to the HR function, where it becomes a secondary concern for the

business. They may lay out detailed, thoughtful plans for strategy and execution, but because they don’t understand culture’s power

and dynamics, their plans go off the rails. As someone once said, culture eats strategy for breakfast.

It doesn’t have to be that way. Our work suggests that culture can, in fact, be managed. The first and most important step leaders can

take to maximize its value and minimize its risks is to become fully aware of how it works. By integrating findings from more than

100 of the most commonly used social and behavioral models, we have identified eight styles that distinguish a culture and can be

measured. (We gratefully acknowledge the rich history of cultural studies—going all the way back to the earliest explorations of

human nature—on which our work builds.) Using this framework, leaders can model the impact of culture on their business and assess

its alignment with strategy. We also suggest how culture can help them achieve change and build organizations that thrive in even the

most trying times.

Defining Culture

Culture is the tacit social order of an organization: It shapes attitudes and behaviors in wide-ranging and durable ways. Cultural norms

define what is encouraged, discouraged, accepted, or rejected within a group. When properly aligned with personal values, drives, and

needs, culture can unleash tremendous amounts of energy toward a shared purpose and foster an organization’s capacity to thrive.

Culture can also evolve flexibly and autonomously in response to changing opportunities and demands. Whereas strategy is

typically determined by the C-suite, culture can fluidly blend the intentions of top leaders with the knowledge and experiences of

frontline employees.

Idea in Brief Executives are often confounded by culture, because much of it is anchored in unspoken behaviors, mindsets, and social patterns. Many leaders either let it go unmanaged or relegate it to HR, where it becomes a secondary concern for the business. This is a mistake, because properly managed, culture can help them achieve change and build organizations that will thrive in even the most trying times.

The authors have reviewed the literature on culture and distilled eight distinct culture styles: , focused on relationshipscaring

C o p y r i g h t 2 0 1 9 . H a r v a r d B u s i n e s s R e v i e w P r e s s .

A l l r i g h t s r e s e r v e d . M a y n o t b e r e p r o d u c e d i n a n y f o r m w i t h o u t p e r m i s s i o n f r o m t h e p u b l i s h e r , e x c e p t f a i r u s e s p e r m i t t e d u n d e r U . S . o r a p p l i c a b l e c o p y r i g h t l a w .

EBSCO Publishing : eBook Subscription Harvard Business Publishing Collection (EBSCOhost) - printed on 8/23/2023 12:19 PM via LIBERTY UNIVERSITY AN: 2003606 ; Harvard Business Review, Adam Grant, Boris Groysberg, Jon R. Katzenbach, Erin Meyer.; HBR's 10 Must Reads on Building a Great Culture (with Bonus Article 'How to Build a Culture of Originality' by Adam Grant) Account: liberty.main.ehost