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Leadership, Culture, Communication, and Diversity3 Chapter 3 Outline 3.1 Leading and Influencing Organizational Culture Dimensions of Organizational Culture Different Types of Cultures 3.2 Competing Values Framework: A Cultural Perspective Adaptive Culture Clan Culture Achievement Culture Bureaucratic Culture Leading and Shaping Culture 3.3 Leadership and Strategic Communication The Communication Process Defined Newer Forms of Communication How to Use the Communication Process 3.4 Leaders as Champions of Strategic Communication Create an Open Climate for Dialogue Emphasize Strategic Topics Focus on the Customer Share Responsibility Give and Receive Feedback 3.5 Leadership Skills in Persuasion Four Steps of Persuasion Four Traps that lead to Persuasion Failure wei6626X_03_c03_p089-138.indd 89 8/5/11 8:45 AM CHAPTER 3Leadership, Culture, Communication, and Diversity The word culture can mean different things to different people: Perhaps it conjures up images of fine art, museums, and orchestras. Or perhaps it is the word you use to describe the shared patterns, behaviors, and artifacts of a country, region, or society. In fact, culture does have different “layers” that interact. For example, macrocultures include national, religious, ethnic, and occupational cultures that exist globally; organizational cultures exist in private, public, nonprofit, and government arenas; subcultures are found in occupational groups within organizations; and microcultures exist within occupations inside and outside organizations (Schein, 2010). In this chapter, we focus on organizational culture before examining how culture more generally—in terms of countries, nationalities, ethnicities, and so on—can have broad implications for leadership efficacy and success. While the first two chapters laid the foundation for understanding the nature of leadership, these final three chapters show how leaders influence and shape organizations to achieve goals through communication, strategy, and teamwork. We begin this discussion with organizational culture because it shares a mutually dependent relationship with these three dimensions: An organiza- tion’s culture affects how people communicate, how strategy is developed and imple- mented, and how people work in teams. Culture can also be defined in terms of these three dimensions. It is arguably the most important internal organizational dimension. This chapter will also cover what is perhaps the more common usage of culture—interna- tional cultures—and how different cultures and globalization present opportunities and challenges for leadership. Since organizational and national cultures are influenced by global trends—for example, technology innovations, mergers and acquisitions, influx of international workers, and a mix of diverse values—leaders and followers must be able to accommodate such changes in their organizations and teams. Understanding culture has a substantial payoff ...Leadership, Culture, Communication, and Diversity3Chapt.docx

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Running head: discussion Board 4 1 discussion Board 4 6Discussion Board 4: Chapter 10 Question Discussion Board 4: Chapter 10 Question· Chapter 10: Do you think it is possible for an outsider to accurately discern about the underlying cultural values of an organization by analyzing symbols, ceremonies, dress, or other observable aspects of culture in comparison to an insider with several years of work experience? Select a percentage (e.g., 10%, 70%, etc.) and explain your reasoning. In 1980s, an American management professor named Edgar Schein developed an organizational culture model to define and reveal organizational culture as a powerful force in an organization (Hogan & Coote, 2014). Schein (1995) considered organizational culture as a set of assumptions that are a social force in a company. This social force is largely unseen yet extremely powerful (Hogan & Coote, 2014). Daft (2016) describes culture as a “set of values, norms, guiding beliefs, and understandings that is shared by members of an organization and taught to new members as the correct way to think, feel, and behave (p. 386). Organizational culture is the intangible, informal, social behavior of the organization. Organizational culture is reflected in the image, inner dealings, and interactions with outside organizations and customers, and expectations. Although employees may come from different social backgrounds and have different education and experience levels, the organizational culture binds and shapes the organization. It is the written and unwritten rules and the shared attitudes, beliefs, customs of the employees and impacts the efficiency and performance of the organization. Organizational culture is evident in the following ways: (1) the ways the organization conducts its business, treats its employees, customers, and the wider community, (2) the extent to which freedom is allowed in decision making, developing new ideas, and personal expression, (3) how power and information flow through its hierarchy, and  (4) how committed employees are towards collective objectives. (“Organizational Culture,” 2018, para. 1) Organizational culture significantly influences innovation, change, effectiveness, and, ultimately company success. Organizational culture is viewed at two levels: observable and underlying. The observable level are the visible, surface elements of the organization. At this level, external parties are able to view the symbols, ceremonies, stories, behaviors, dress, and physical setting of the organization (Daft, 2016). At the observable level, behavior patterns and outward manifestations of culture can be seen and heard. Artifacts, logos, slogans are typically used by organizations to portray to company’s values to the external public. At the unseen, underlying level of organizational culture, the deeper values, assumptions, attitudes, beliefs, and feelings of the organizational members are unconsciously at work defining the culture (D.Running head discussion Board 41discussion Board 46Discussion.docx

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This assignment is a 4-5 page journal (really an essay) in which you analyze an organization that you participated in. It can be an organization that you have mentioned earlier, but not the one that you and your Group are researching now. It's an organization about which you have personal knowledge and experience. 

It's a "reflective" assignment, and does not necessarily require new research. You will rely on your recollection, and you will interpret (re-visit, review and re-interpret) the organization and its four processes -- and its response to an issue, using  the frames model to organize your findings and support your conclusions. 

What was a problem or issue that this organization experienced?  How do concepts and frames provided by Bolman and Deal enable a deeper understanding of what happened? Did any reframing occur? If not, why not? Looking back, speculate on what might have enabled better outcomes for the organization. Could a better understanding or application of the four frames or perspectives made a difference? This is a high value (15%) assignment.

The Essay Rubric will be used to evaluate this assignment. The Four Frames Only in the last half century have social scientists devoted much time or attention to developing ideas about how organizations work, how they should work, or why they often fail. In the social sciences, several major schools of thought have evolved. Each has its own concepts and assumptions, espousing a particular view of how to bring social collectives under control. Each tradition claims a scientific foundation. But a theory can easily become a theology that preaches a single, parochial scripture. Modern managers must sort through a cacophony of voices and visions for help. Sifting through competing voices is one of our goals in writing this book. We are not searching for the one best way. Rather, we consolidate major schools of organizational thought into a comprehensive framework encompassing four perspectives. Our goal is usable knowledge. We have sought ideas powerful enough to capture the subtlety and complexity of life in organizations yet simple enough to be useful. Our distillation has drawn much from the social sciences — particularly sociology, psychology, political science, and anthropology. Thousands of managers and scores of organizations have helped us sift through social science research to identify ideas that work in practice. We have sorted insights from both research and practice into four major frames — structural, human resource, political, and symbolic (Bolman and Deal, 1984). Each is used by academics and practitioners alike and found on the shelves of libraries and bookstores. Four Frames: As Near as Your Local Bookstore Imagine a harried executive browsing in the management section of her local bookseller on a brisk winter day in 2008. She worries about her company ’ s flagging performance and fears that her job might soon disappear. She spots the black - on - white spine ...This assignment is a 4-5 page journal (really an essay) in which y.docx

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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 ...Week 5_ repliesSuzette Wrote Organizational Culture includes .docx

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