week one db
3 years ago
40
Weekone.docx
Document1.docx
DiscussionAssignmentInstructions.docx
WeekOneDiscussion.docx
HarvardBusiness_2019_TheLeadersGuideToCorp_HBRs10MustReadsOnBuil.pdf
- The_Advantage_Why_Organizational_Health_Trumps_Eve..._----_The_Case_for_Organizational_Health.pdf
- Organizational_Culture_and_Leadership_----_Part_One_Defining_the_Structure_of_Culture.pdf
- Organizational_Culture_and_Leadership_----_Part_One_Defining_the_Structure_of_Culture1.pdf
Document1.docx
Discussion Thread: Three Levels of Culture
MANAGE DISCUSSION
This is a graded discussion: 75 points possible
No unread replies.No replies.
In chapter 2 of Edgar Schein's, Organizational Culture and Leadership, the author explains "The Three Levels of Culture" within organizations. Using Schein's levels as a starting place, students are to respond to the following prompt: What are your initial throughs concerning Schein's three levels of culture? Consider areas such as points of agreement, points of disagreement, and points where you have recognized the three levels of culture within organizations with which you are familiar.
DiscussionAssignmentInstructions.docx
CLED 835
Discussion Assignment Instructions
The student will complete Four Discussions in this course. The student will post one thread of 300-400 words by 11:59 p.m. (ET) on Thursday of the assigned Module: Week. The student must then post 2 replies of 200-250 words by 11:59 p.m. (ET) on Sunday of the assigned Module: Week. Where appropriate in both the thread and replies, major points are supported by lecture material, Scripture, examples, and/or thoughtful analysis.
This course utilizes the Post-First feature in all Discussions. This means you will only be able to read and interact with your classmates’ threads after you have submitted your thread in response to the provided prompt.
WeekOneDiscussion.docx
4
Week One Discussion: Creating Clarity Within an Organization
Student's Name
Institutional Affiliation
Course Details
Instructor's Name
Date
Week One Discussion: Creating Clarity Within an Organization
Patrick Lencioni's book "The Advantage" highlights creating clarity within an organization by addressing six critical questions as a fundamental strategy for achieving success. Among these questions, "Why do we exist?" and "What is most important right now?" are particularly significant for organizations to address.
Firstly, "Why do we exist?" is the navigational tool for any organization's journey. It encapsulates the underlying purpose and impacts that an organization aims to achieve (George et al., 2019). This question goes beyond profit margins and delves into meaningful contributions. By defining a clear purpose, an organization motivates its employees and connects its actions to a greater societal goal (Hopwood, 2019). This shared sense of purpose fosters a sense of belonging and inspires employees to invest their efforts in something larger than themselves. Ultimately, understanding the "why" behind the organization's existence provides a unifying force that guides decision-making and drives success.
Secondly, "What is most important, right now?" bridges the gap between long-term vision and short-term action. As organizations navigate an ever-changing landscape, prioritizing effectively is crucial (Lencioni, 2012). This question compels teams to evaluate their current circumstances, identify immediate needs, and align their efforts with the broader strategic goals. By addressing this question, organizations prevent the dilution of resources and ensure that their actions remain in harmony with the overarching vision (Buchanan & Huczynski, 2019). It's like charting a course in a stormy sea, focusing on the immediate destination while never losing sight of the ultimate destination.
Furthermore, these two questions are interconnected. The purpose defined by "Why do we exist?" guides the context for determining "What is most important right now?" For instance, an organization that enhances community well-being might consider immediate initiatives directly impacting its local community's welfare. While all six critical questions hold significance, "Why do we exist?" and "What is most important right now?" rise as essential cornerstones. They instill a sense of purpose, cohesion, and effective prioritization within organizations. As organizations grapple with complex challenges, addressing these questions facilitates clarity and alignment of efforts that lead to success.
Buchanan, D. A., & Huczynski, A. A. (2019). Organizational behaviour. Pearson UK.
George, B., Walker, R. M., & Monster, J. (2019). Does strategic planning improve organizational performance? A meta‐analysis. Public Administration Review, 79(6), 810-819.
Hopwood, A. G. (2019). Accounting and organisation change. In Management Control Theory (pp. 357-368). Routledge.
Lencioni, P. M. (2012). The advantage: Why organizational health trumps everything else in business. John Wiley & Sons.
HarvardBusiness_2019_TheLeadersGuideToCorp_HBRs10MustReadsOnBuil.pdf
7
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 8/18/2023 4:20 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