Org+Politics+and+Culture


 * November 25, 2012**
 * Organizational Politics and Culture**

__**GROUP 4:**__ Based on your understanding of the readings, develop answers to the following queries. In all cases, don't just answer the questions from the text. Describe, analyze, and provide examples from both the readings AND personal, real-world experience to support your answers! Your group should complete your synthesis by **11:59pm on Monday, November 26, 2012.**
 * 1. In Chapter 9, B&D assert that organizations are arenas where contests of power and conflict play themselves out to greater or lesser impacts on organizational effectiveness. What are the political assumptions that underlie the Political Frame? B&D discuss these as they relate to the //Challenger// disaster. I'm more interested in how you think these assumptions relate to youth development/human services organizations. Provide an example or two (the more real-world, the better) for each B&D's political assumptions, and discuss the implications of each on organizational effectiveness. **

// The political assumptions that underlie the Political Frame are: //

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A benefit for organizations is the diversity of information it brings to the table, but if the interests are not conducive to collaboration the probability of discourse for the agency is great. The groups that work in SPARKACTION only add to their effectiveness. ======

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A youth development coalition that links interest groups together is “SparkAction”, “a collaborative journalism and advocacy site to mobilize action by and for young people”. “SparkAction gives visitors stories, information and tools to learn about a range of issues and to take action to improve policies and programs, and, ultimately, the fabric of our nation as a whole.” They currently have 3 partners: The National Collaboration for Youth, The Campaign for Youth and Child Advocacy 360. For their launch in 2010 they had 23 partners; the organization is staffed by 7 members. “The multifarious interest groups for Spark add to the effectiveness of their outreach and influence on youth development professionals”. [] ======


 * Coalition members have enduring lasting disparities differences in values, beliefs, information, interests and perception of reality. **

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Members with different values, beliefs, interests and perceptions of reality can only work in an organization if they are bound by a strong mission and leader. I believe we must validate the values of our coalition members; denial or not recognizing them will not work for organizations. Many diverse perspectives can be brought forward worked through and with other members who are willing to listen will prove positive. ======

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 The Oconee Enforcing Underage Drinking Laws Coalition was formed in 2007 to support the new Alcohol Enforcement Team in Oconee County Sheriff’s Office. Members of this coalition include: Police Departments, SC Highway Patrol, Solicitor’s Office, Hospital-EMS, School District-University, Business Owners, and Behavioral Health Services. The members in this group have valid interests to protect; the business owners, in particular, would have to protect their profits margin, but also buy into the concept of protecting teens from access to alcohol. The coalition has a high school film competition addressing underage drinking and presents the films to the community and recognizes the winning film. ======

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 * Most important decisions involve allocating scarce resources - who gets what **

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Every organization struggles when the economic is not strong. The state of South Carolina has steadily reduced the funding they have given to the state universities. Like most universities that rely on substantial state funding, Clemson University, after having millions cut from their allocation had to make some tough budget decisions that were financially motivated; programs that did not bring outside funding to the university received cuts or were level funded. They instituted a hiring freeze; another rash measure, considering the widespread shortfall it created in random offices and departments. ======

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Clemson University was literally putting its finger in a leak in a large dike. Are organizations at the point of having to hire professional grant writers to become success in this tough funding arena? Is that where some of the scarce resources are going in organizations today more than before? ======

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Clemson University in trying to cope with the shortfall put in place a furlough mandate and offered voluntary separation offers and early retirement offers. As an employee I wondered how far up the chain of command the furlough went. Staff moral was at a low point at this time. Employees were not replaced after leaving due to a voluntary separation/retirement offer. In turn this increased the work load on the other employees; not a conducive working environment. In these economic times the power of money has grown exponentially. ======

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Clemson University has taken the initiative to raise 600 million dollars from private donors to make up for their decreasing state funding. They are using their alumni influential power to persuade others to give and give in amounts they ordinarily would not consider. ======


 * Goals and decisions emerge from bargaining and negotiations. Among competing stakeholders jockeying for their own interest **

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There will always be stakeholders wanting attention paid to their interests. In even the very basic organizations there are 2 entities: management and those they serve. Again, paying close attention to the mission and goals of the organization will bring the groups together. ======

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For example, looking at combining education and child care we have at stake the interests of both the educators and parents. The educators have academic advancements as their values; parents also have academic improvement as a value but they also have the need for quality care while they work. In addition to the extended hours of care needed by working parents, other parents also have the challenge of limited transportation options. Supplemental academic programs will not benefit youth if they are unable to get to the program and back home. ======

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Our nursery school – child care center at its conception decided to include extended hours to accommodate the needs of working parents. The board would always look at the trends of working hours for the local businesses and change the time care would be available for our clientele. We also contacted the public school and private bus companies to collaborate on transporting our school age students. The local after-school programs funded through the 21st Century Community Learning Center grants include transportation in their funding; making the program accessible to families with limited mobility. ======

All these stakeholders have positive youth development at their base but have many different needs.
<span style="font-family: 'Comic Sans MS',cursive;">French and Raven’s Bases of Social Power Model from 1959; they identify the power bases as:
 * 2. Power is something is sought after by individuals and groups of individuals within organizations. What are the various sources of power that exist within organizational life?**
 * 1) ======<span style="font-family: 'Comic Sans MS',cursive;">Coercive power – ability to control actions by punishments: suspensions, warnings, termination, etc. This power is effective in day to day operations; and is used as an incentive for employees. ======
 * 2) ======<span style="font-family: 'Comic Sans MS',cursive;">Reward power – ability to reward good behavior by controlling assets: bonuses, advancement, etc. Reward power is unpopular because employees do not like the feeling of “being bought” and once the reward is handed out the leader’s influence is damaged ======
 * 3) ======<span style="font-family: 'Comic Sans MS',cursive;">Legitimate power- power resulting from follower’s belief that the leader has the authority to make decisions and they are required to follow those orders. Legitimate power also comes from the organization’s value given to the higher position. ======
 * 4) ======<span style="font-family: 'Comic Sans MS',cursive;">Referent power – the follower likes the leader, identifies with the leader, and admires the leader, therefore, giving him power. Closely associated with “charisma”, referent power can be lost when perceptions of the leader change. ======
 * 5) ======<span style="font-family: 'Comic Sans MS',cursive;">Expert power - belief in the leader’s crucial and valued skills and ability. This power base takes work to sustain, considering our ever developing knowledge bases. ======

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 * <span style="font-family: 'Calibri','sans-serif';">What do you think is the relationship between leadership and power? Discuss your answer, but do so with relevant and specific examples from the field where possible. **======

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<span style="font-family: 'Comic Sans MS',cursive;">Looking at French and Raven’s power bases it is clear how power, in a traditional sense, can be held just by the leader. In contrast, almost all the powers can be shared by a resourceful leader to benefit the organization’s effectiveness. Organizations ultimate goal is to have employees engaged in productivity, and a sense of organizational community could be built by sharing power. ======

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<span style="font-family: 'Comic Sans MS',cursive;">The results of exertion of power must be considered also; the first is commitment, (and the most desirable), the second is compliance and the third resistance. If leaders know how to exercise, understand and share power they will have followers who know they are valued. ======

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<span style="font-family: 'Comic Sans MS',cursive;">Power is not something you can own, because it lives in an ever changing environment; its elements must be understood to be used as a tool. Organizations using a flat managerial model or the Web of Inclusion managerial style would tend to make agency wide decisions; marrying the employee’s objectives with the organization’s objectives. ======

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<span style="font-family: 'Comic Sans MS',cursive;">Youth development organizations have the added challenge of incorporating their constituents (and possibly their guardians) in sharing power; not sharing power could lead to just compliance by youth or possibly resistance. It would be another layer to include in power sharing. Our youth need a voice in what their organizations do to increase engagement. Youth would benefit in many ways from this experience; they would learn to understand that power can be shared, power is not about taking sides (us vs. them), and that we all need to work within a structure. ======

Paula Braynion, (2004),"Power and leadership", Journal of Health Organization and Management, Vol. 18 Iss: 6 pp. 447 - 463


 * 3. I once had a manager who felt that conflict was bad for an organization. She did everything possible to stifle conflict to the point of reprimanding employees and punishing units for even remotely appearing to be in conflict with one another. What is your view on the connection between conflict and organizational effectiveness? Does conflict undermine effectiveness or can conflict in an organization actually make it better? Examples, please!**

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<span style="font-family: 'Comic Sans MS',cursive;">Conflict within an organization is not necessarily a negative state. Personal conflicts need to be addressed and mediated. Non-personal conflicts could help organizational effectiveness. Conflict has a “bad reputation”; we feel any sort of conflict has to be either stifled or quickly fixed. We need to get past that “uncomfortable” feeling conflict bring up. Conflict brings to mind a winner and a loser as a result of a conflict, or one side is right and the other side is wrong. ======

<span style="font-family: 'Comic Sans MS',cursive;">When there is no conflict staff is stagnant, complacent and working independently, groups and departments without conflict might be working in silos.

<span style="font-family: 'Comic Sans MS',cursive;">Functional conflict can help an organization’s effectiveness; needed are employees who are willing to listen and have the organizations best interest in mind. Conflict can also be stimulated by redefining goals; making employees question what they are doing, how they are doing it and why.Conflict only happens in organizations that strive for growth, are a democracy, are diverse and value self-actualization.

<span style="font-family: 'Comic Sans MS',cursive;">Dysfunctional conflict really has no place in an organization; it hinders effectiveness and will continue to fester if the organization does not act on it. Much of this type of conflict revolves around personal issues; and there are definitely instances where staffing changes have to occur if this conflict takes time away from organizational effectiveness and productivity.

<span style="font-family: 'Comic Sans MS',cursive;">Part of the learning process for functional and dysfunctional conflict resolution is how we relate and respond to it. As we experience more conflict and the results it can bring about, conflict will gain a much better reputation.

<span style="font-family: 'Comic Sans MS',cursive;">Our education department chair is calling for the revamping all of the student teacher evaluations forms used by students, cooperating teachers and university supervisors. The discussion to create effective and useful evaluation tools to use has been a tedious process. Involved is our NCATE specialist, looking for the correct terminology to dovetail into our NCATE accreditation report; our department chair and education faculty, with an interest to have the best descriptors for evaluations; the Office of Field Experiences, the ADEPT expert, who also coordinates the dissemination and collects the forms; and our technology specialist who will create a webpage including all the information everyone needs. There was a lot of discussion on the rating scale (ratings: 1 to 5, 1 to 3; wording: developing, proficient, expert); discussion on the ease of the evaluation usage by students, teachers and university supervisors; and are we linking the evaluation to the ADEPT standards. We had many different factions coming together to get this project done. Do I think everyone was 100% happy with the end result; probably not, but they listened to each other and came to a consensus.


 * 4. B&D talk about the value of networking and coalition-building as an important component of gaining power within organizational systems. Think about our discussions about collaboration and partnerships in past weeks. How is the concept of networking and coalition-building important for youth development organizations, particularly as they seek to influence public perceptions as to their value and public policy? What examples can you share regarding network or coalition-building among youth development organizations, and what impact do you think these networks have on organizational efficiency and effectiveness?**

Coalitions form because of interdependence between members, even if interests are only partly the same. These coalitions can be departments of the same organization, professional groups, or subgroups of a common goal, such as research foundations for curing breast cancer. All individuals have differing values, preferences, and perceptions which makes coalitions dynamic. Commonly, the most important decisions involve allocating scarce resources, or deciding who gets what. Because of this, conflicts arise inevitably and decisions emerge after negotiation and bargaining among members of coalitions. During this process, power is the most important resource. Different individuals and groups have different objectives and resources so influence depends on how much power one member, or coalition, has with another. There are several forms of power that B&D outline in order to help us understand how networking and collaborating can improve public perception.
 * 1) Position power (authority)—higher position=higher authority
 * 2) Information & Expertise—power flows to those who have valuable information and expertise to solve problems
 * 3) Control of rewards—people who can offer money, political support, etc.
 * 4) Coercive power—ability to constrain or punish (students sit in)
 * 5) Alliances & Network—using relationships to get things done; use networks of people to create allies and friends (not what you know but who you know)
 * 6) Access to and control of agenda—(byproducts of alliances and networks) access to decision making and ability to influence agenda (ie. interests of those not well represented are ignored and vice versa)
 * 7) Control of meaning and symbols—certain people have ability to define what they value and who they are.
 * 8) Personal power—charisma, political skills, or ability to articulate values and vision are powerful by virtue of these characteristics

The many different forms constrain the decision making process. Power by position is not enough, organizations need expertise, rewards, coercion, allies, and personal power to succeed. This sets the stage for collaboration!! No one category of power is enough, in order to successfully influence public perception, an organization needs an array of all of the above. By working together towards a common goal in a youth development organization, individuals can come together and offer rewards, alliances, information, and expertise which are bargaining tools to influence decision making and public perception.

No specific examples from youth organizations but from my animal rescue organization experience, there are so many different networks/coalitions of people that participate. There are coalitions that rescue abandoned animals, coalitions that foster for short periods of time, others that provide transportation, adoption services, etc. All of these people network together for a common goal to rescue, rehabilitate, and re-home.

Networks are imperative for these organizations to function. Not one coalition can accomplish the goal without assistance from the others. Facebook has been a fantastic resource for networking and building coalitions. Using the social media, people can volunteer to foster for a certain amount of time until another transportation group can locate someone local to transport. This allows rescued animals to be found in LA, fostered in AL, and transported to ME to be adopted. All of these networks work together towards the common goal.


 * 5. Regarding the cultural frame, B&D talk a lot about symbols and what they mean for an organization. Specifically, they put great stock in the meaning that people derive from symbols and organizational activities. However, B&D caution that "activity and meaning are loosely coupled; events and actions have multiple interpretations as people experience life differently" (B&D, 2008, p. 253). Can you think of some examples where organizational symbols might be taken to mean different things by different people or groups within the organization? What implications do you think this has for leaders who are trying to forge a strong and cohesive culture?**

<span style="color: #0070c0; font-family: Arial,Helvetica,sans-serif; font-size: 13px;">The blue circle is a universal symbol for diabetes but receives very little recognition among organizations. Compare to pink ribbon for breast cancer—a powerful unifying symbol for a life-threatening disease that generates greater efforts, advances, and funding for a cure. The symbol was created by International Diabetes Federation in 2006 as part of a campaign to urge the United Nations to recognize diabetes as a serious global health threat. It became the official universal symbol yet only AADE (American Association of Diabetes Educators) adopted it. This organization wants the symbol to remind people of diabetes, a disease which kills more people that breast cancer. By adopting the symbol, they begin to develop a message that is widespread. The power of one symbol can define what the organization means and the values associated. American Diabetes Association does not use the blue circle and instead focuses on “Stop Diabetes” as their movement with its own symbol. So why can’t they use both?? If each of these shirts had a blue circle, it could create immediate recognition and awareness.(Greenburg, 2012)

Jeffrey Brewer, President and CEO of the Juvenile Diabetes Research Fund states, "So, I agree the symbol can offer value in collaborating to raise awareness and drive funding, but I'm not convinced that its broad use will significantly advance awareness of Type 1 diabetes, which is one of my goals at JDRF." I must say I disagree...and the first example that comes to mind is the breast cancer awareness symbol. It has become an international awareness symbol, in fact, the color pink itself has become a unified symbol for the cause! Every weekend while watching football, we see players wearing pink bracelets. When you go to the grocery store you see shirts with pink ribbons with logos like "Save the Tatas" ! Drive down the street and see bumper stickers....you get the point, the symbol is everywhere and we all know what it represents. I personally think that unified symbol has brought awareness, research funds, and advances towards a cure.


 * 6. Group time! B&D talk about the importance of organizational symbols in their discussion of organizational culture in Chapter 12. I'd like your group to come up with as many examples of the various organizational symbols that B&D talk about in this chapter. For example, for your organization - can you think of an example of a myth or story that your organization tells that undergirds its values? Who are your organizations' heroes/heroines? What are the key rituals and ceremonies that your organizations uses and why does it use them? How does your organization use humor or play in the workplace? Is this encouraged or not? I'd like this to be a group effort if possible so we can see as many examples of these symbols as possible (remember, not all organizations will use every symbol). See chapter 12 and 13 for some really good analysis of organizational symbols in other contexts!**


 * “A symbol is something that stands for or suggests something else; it conveys socially constructed means beyond its intrinsic or obvious functional use” (Zott and Huy, p. 72). **


 * "Symbolic leaders lead by example. They use symbols to capture attention. Symbolic leaders frame experience and communicate a vision." **

Clemson is a University rich with tradition. The Tiger Paw logo is one of the most recognizable symbols of Clemson University. Buildings like Tillman and areas like Bowman field represent academics and a focus on student well being and recreation.

Ceremonies and celebrations include the Welcome Back Festival, First Friday parade, Tigerama. The Ring Ceremony and Graduation are also ceremonies that contain other rituals like shaking the President hand. President Barker, past school Presidents and Professors, and past coaches like Danny Ford are our heroes.

Rituals like singing the alma mater and waving a hand in the air happen at many events across campus. Athletic rituals like rubbing Howard’s Rock, running down the hill are hugely popular with everyone. There are sayings that convey the value of being proud to be a Clemson Family, “Solid Orange: Its about Pride” and “One Clemson.”

Some other Clemson traditions include bringing stamped $2 bills to away football games. This symbolizes the economic impact of the traveling tiger fans. And students have many of their own celebrations and ritual including Senior Walk and building floats during homecoming.

Each of these traditions, rituals, ceremonies, and celebrations display a number of different core values as well as smaller symbols, many of which relate to the Clemson community and family. Others deal with academic and athletic excellence, support for the rich military history, and the caring and support for students heath and well-being.

Each of these helps to create a culture of inclusion and success and contributes to the organizational effectiveness that has made Clemson one of the nation’s finest institutions.

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<span style="font-family: 'Comic Sans MS',cursive;">Foothills Area YMCA (FA YMCA) has many traditions and ceremonies in their summer camp. To start with the FA YMCA has the rich national YMCA symbol to stand with; a nationally recognized organization familiar to all is just a start in building a culture. The summer camp starts each day with a counsel ring where a counselor leads the campers in those great camp songs, and groups make up and perform chants. ======

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<span style="font-family: 'Comic Sans MS',cursive;">The camp name is ONEOT which stands for Over Night Every Other Thursday; the older campers get to pitch a tent and stay at the camp all night every other Thursday, with activities going on until bedtime. In addition every camp group and their parents come to the Y for dinner on the same Thursday and perform a skit that they have created; all ages even the 5 year olds. The sleep over is a tradition that is looked forward to by the younger campers. And the Thursday evening dinner is a tradition that is loved by all families, staff and board members. ======

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<span style="font-family: 'Comic Sans MS',cursive;">It is a very natural setting to include humor and play in a youth camp setting. The staff is very comfortable with performing silly songs and skits. Their comfort level with comedy and being silly is conveyed to the children and seen as a natural occurrence. Part of the interview process for the FA YMCA camp counselor staff with the CEO and summer camp director is actually performing a skit and singing. ======

NIKE - shwoosh United Way SHRINERS - red fez and little cars (which really have no significance at all) APPLE ROTARY - symbol of wheel/gear, name came from fact that originally the meeting moved from office to office MASONS - secret group originally stone masons; lots of secret ceremonies YMCA - TOYOTA - loyality WENDY'S - story told by founder, Dave AMERICAN RED CROSS ABC NEWS PERSON OF THE WEEK GOODWILL WINDOWS SOFTWARE GOOGLE KFC MASTER CARD STARBUCKS YELLOW PAGES -" let your finders do the walking" SALVATION ARMY - holiday donations - bell
 * Examples of the various organizational symbols that B&D talk about in this chapter: **


 * 7. We talked a lot in our discussion of human resources about what motivates employees - how leaders can keep people focused and engaged. K&P have some ideas about this in Chapter 11. What are some of the strategies that they suggest to help people persist in their jobs day-in and day-out?**

K&P suggest motivating employees by recognizing contributions. This includes personalizing recognition, expecting the best out of each individual every single day, and taking action. Personal recognition motivates an employee’s internal drive and makes them proud. This is fantastic for boosting moral and fostering relationships. In order to receive the best from the employees, there must be clear expectations and goals from the very beginning. Lastly, taking action involves considering what an individual would consider special or encouraging. Sometimes, when you pay attention and listen to an individual, you can learn a lot about their values and motivation. Being creative with incentives really helps people function with day-to-day activities. I previously worked for a defense attorney as her legal assistant as I was getting my undergraduate degree. There were days that I spent organizing files for hours and she would give me a $100 bonus at the end of the week. It made me feel like my hard work was recognized and appreciated and that goes ,a long way in a tense legal environment. Not only would she offer monetary incentives, she also took me to a Kid Rock concert, paid for lunch delivered to the office. When she gave gifts, she honestly considered me as an individual, often even including my dog! It was amazing and fostered a relationship between us where I honestly did my best for her every day because I was so engaged and appreciated.


 * 8. Why is celebration, ritual, and ceremony a key piece of organizational culture? How can celebration be used to reinforce an organization's core values? Can you provide any real-world examples of this?**

Celebration, ritual, and ceremony are types of symbolic acts. These acts can help shape an organization’s culture. Celebration can help an organization’s members feel appreciated and can affect their morale in a positive way. Celebrations can take place for an individual and their achievements in the context of the workplace for things like meeting a sales goal or completing a project. Celebrations can also take place for individuals for events in their personal lives like birthdays, babies, or buying a new home. These celebrations show appreciation and caring for the individual which also contributes the overall culture of the organization.

Celebrations can also take place for the overall team or department, or the entire company. Again, these celebrations may even include families and friends and can be used to show general appreciation for the people in the organization. Celebrating the team for work related successes would show people that the organization values them and their successes and can contribute to productivity and effectiveness on the job. These events also bring people together in a positive setting and serve as a unifier for those in an organization that may not work closely with one another. Contributing to and even defining the organizational culture, these events convey important values to those who participate, and these values provide a clearer picture of the culture.

Rituals can come in many forms, including both personal and communal rituals. Rituals of initiation or rite of passage are common in strong organizational cultures and can create a sense of importance and belonging to those who complete them. Rituals require active participation and also reinforce the values common to the organization and create a sense of community.

There is a subtle distinction between celebration, ritual and ceremony, although the three can sometimes be used interchangeably. According to B & D, ceremonies serve four major roles; they socialize, stabilize, reassure, and convey messages to external constituencies. Celebration of specific instances will reinforce those core values involved in what is being celebrated.

Celebrations and ceremonies can be ritualistic, and ceremonies can be celebratory. What is important is that these pieces not only contribute to an organization’s culture, they also define that culture by uniting the members with shared values and important shared assumptions and processes.




 * 9. If you remember back to week 1, K&P consistently suggest that credibility is the foundation of leadership. In Chapter 12 they state that, "nothing communicates more clearly than what leaders do" (p. 322). Do you agree with this? Is strong leadership perhaps the key to strong organizational culture? Or does strong organizational culture give rise to strong leadership?**

Credibility- the quality of being believable or worthy of trust

One of the takeaways from the K & P leadership challenge is that leadership is a relationship. Being personally involved allows others to buy into you as a person. Modeling the way, setting a good example, practicing what you preach, putting your money where your mouth is, and walking the talk are all ways K & P refer to the actions that make this point.

Ways to help shape this path is through recognition, rewards, and reinforcement. Celebrating and encouraging others contributes to the culture and is only done through credible and genuine leadership. Leadership in this capacity creates the personal relationship that is needed to lead, creates a stronger bond with those being led, and creates pride and loyalty.

A strong organizational culture may help give rise to strong leadership in some cases, but strong leadership is a definite key to strong culture. Weak leadership might negatively affect the culture of an organization. “Nothing communicates more clearly that what leaders do” is another way of saying, “actions speak louder than words.” I agree with this especially for organizations where it is increasingly important for employees to actually see the actions of the leadership confirming their words, and acting in congruence with mission and culture, actually walking the walk to inspire others to follow.




 * 10. Another chicken-or-the-egg type of question. Do you think that strong organizational culture leads to organizational effectiveness? Or does organizational effectiveness breed strong organizational culture? In other words - which has to come first? How easy or difficult is it, do you think, to change an organization's culture? Why?**

Some elements of a strong organizational culture include a clear mission, respect, solid communication, and superior performance. These traits along with many others, can lead to overall organizational effectiveness.

However, and it maybe unlikely, I think it can be possible for organizations to be effective without a strong culture. This may be more difficult, but a certain product or service in high demand may very possibly be from an effective company in a bottom line sense, regardless of the culture. One might argue that the culture this case would be one of high demand/sales and effectiveness stemmed from the original success of the product or service. The answer is most likely that it can go both ways, strong culture can breed effectiveness and effectiveness can breed strong culture.

I believe the more common aspect is that organizational effectiveness is a characteristic included in an organization with a strong culture. I don’t think there are any companies or organizations out there saying, “We want to be ineffective.”

The first chart below represents the idea that organizational effectiveness(in the middle) is a product of the surrounding five traits, change management, performance management, organization design, culture alignment, and succession planning and talent development.

The second chart shows represents the idea that organizational structure, culture and strategy, works together to promote knowledge, management, and effectiveness, finally producing organizational effectiveness.