Organizational Structure and Culture

Instructor’s Response to my Post

If I had one social skill to remove, it would be “become known as the “go-to/can-do” individual. Ideally, while it is important for leaders to know a great deal of information and be able to learn and share with others, this could also lead to leaders developing a know-it-all attitude. According to Hughes (2013), at first, the intentions of the leader may be good, but they are likely to get carried away. As further noted, the problem is deep-rooted because the leader knows that they do not know everything but want to cover up for their inadequacy as people expect so much from them. They do not listen to opinions from others or accept advice because their superior attitude believes that others do not know. In light of this, leaders should learn ways to control developing a superior attitude when they are the go-to/can-do type of individual.

Classmate #1 Response

Within the organizational settings, a vision statement represents the future declaration of the purpose and aspirations of the company. The statements answer a significantly critical question about where the organization is going. Increasingly, it is important for employees to embrace the vision of the organization to achieve the company goals. The role of the leader is to influence employees to embrace the vision of the statement. On the other hand, employees are the major players in organizational change who will be able to effect change in the company (Osborne& Brown, 2005). Unfortunately, organizations that rely on routine are likely to lose to their competition as world market is increasingly becoming dynamic. It is necessary for an organization to innovate continually to maintain organization success. For this to happen, leaders must be able to influence their followers and get them onboard to drive the vision of the organization to completion.

Original Student # 2 Post – Response

Virtually, the power of progress is critically significant to organizational success. Unfortunately, only a few leaders understand this and know how to leverage progress as a means to boost motivation. When leaders think of progress, they imagine about major breakthroughs. However, while big wins are great, they are relatively rare. Thus, I tend to disagree that small wins are not important. Rather, they are vital in boosting inner work life tremendously among employees. On ways to influence the culture of an organization, McNamara is right. Ideally, McNamara (2000) notes, by emphasizing what is right, leaders can communicate the organization and influence employees. Rewarding employees enhances motivation, and discouraging behaviors that do not reflect the values of organization ensures that employees are on the right track. Similarly, modeling employee behaviors ensure that the leader achieves the vision of the organization. 

Original Student # 2 Post – Response

Ideally, it is true that the first 90 days are critical in the life of a leader within the organization. During this period, the leader is able to learn and understand the culture of the firm as well as the employee behaviors, cultures, and values. It is also at this time when the leader has adjusted accordingly, starts exercising his role as a leader, and realizes small wins. Consequently, it is true that understanding how to manage employees’ expectations is critical. The leader should also be able to articulate a vision that he can deliver without losing credibility and compromising their position in the organization. Additionally, as Cremo and Bux (2017) note, it is important for a leader to design a “fit-in” procedure to avoid disrupting the operations within the organization. To achieve this, leaders should place steps and dates to achieve the specific plans as one way of fitting within the organization.

References

Cremo, A., & Bux, T. (2017.). Developing a leadership pipeline. Alexandria, Virginia: Association for Talent Development.

Hughes, T. (2013). Simple Shifts: Effective Leadership Changes Everything. Cork: BookBaby.

McNamara, C. (2000) Organizational Culture. Adapted from the Fieldguide to Organizational Leadership and Supervision. Free Management Library. Retrieved from: http://managementhelp.org/organizations/culture.htm

Osborne, S. P., & Brown, K. (2005). Managing Change and Innovation in Public Service. London: Routledge.