Affecting Change
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Affecting Change
Tamara Powell
January 4, 2009
LDR 531
Dr. Patrick Arnwine
The COO of Smith & Falmouth (S&F), in the Leadership in Action simulation was faced with the challenge of leading an assemblage of obstinate employees to accomplish the organizations goals. What’s best for the organization should take precedence over all other issues. Focus is necessary for all employees to work towards whatever the organizations goals are. This discussion will address the present cultures in S&F and will make a suggestion for restructuring the e-tailing portion that would advance the culture while empowering the employees.
According to Edgar Schein, organizational culture is the deepest and strongest aspect of organization life. The culture has three cognitive levels which one can measure. The first level is where the organizational attributes that can be seen, felt and heard by the uninitiated observer – this level includes – behavior, colors, furnishings, recognition. The attributes can be measured by observation of anyone that meets the culture. The next level is about the professed culture of the organization members – this level includes – slogans, flyers, lists, statements. One can measure there by interviews and reading papers of the organization. The last and deepest level is where lays the organization's tacit assumptions – these elements are unseen, subconscious, the 'unspoken rules' of the organization. To find out those tacit assumptions, one needs to discover the in-depth of the organization by deep observation and interpretation of an expert. Shein's model gives an opportunity to measure these levels and to compare the links between them. If the links are strong then there is a strong organizational culture (Schein, 1993).
As the COO of S&F, the intention of this paper is to restructure the division of employees with their individual strengths to influence, create new interactive, collaborative, and synergistic divisions of employees and...
Tamara Powell
January 4, 2009
LDR 531
Dr. Patrick Arnwine
The COO of Smith & Falmouth (S&F), in the Leadership in Action simulation was faced with the challenge of leading an assemblage of obstinate employees to accomplish the organizations goals. What’s best for the organization should take precedence over all other issues. Focus is necessary for all employees to work towards whatever the organizations goals are. This discussion will address the present cultures in S&F and will make a suggestion for restructuring the e-tailing portion that would advance the culture while empowering the employees.
According to Edgar Schein, organizational culture is the deepest and strongest aspect of organization life. The culture has three cognitive levels which one can measure. The first level is where the organizational attributes that can be seen, felt and heard by the uninitiated observer – this level includes – behavior, colors, furnishings, recognition. The attributes can be measured by observation of anyone that meets the culture. The next level is about the professed culture of the organization members – this level includes – slogans, flyers, lists, statements. One can measure there by interviews and reading papers of the organization. The last and deepest level is where lays the organization's tacit assumptions – these elements are unseen, subconscious, the 'unspoken rules' of the organization. To find out those tacit assumptions, one needs to discover the in-depth of the organization by deep observation and interpretation of an expert. Shein's model gives an opportunity to measure these levels and to compare the links between them. If the links are strong then there is a strong organizational culture (Schein, 1993).
As the COO of S&F, the intention of this paper is to restructure the division of employees with their individual strengths to influence, create new interactive, collaborative, and synergistic divisions of employees and...