Moving onto the next piece of this paper is talking about the Organizational Leadership course. Organizational Leadership is about the leadership skills that are needed within an organization. In this course, it was designed to empower students to have the skills to be better leaders and followers. There was an emphasis on developing an understanding of groups and the socialization and behaviors of groups. From this course, there are a few different points of discussion that I want to go over.
The first point to understand comes from Edgar Schein’s book, Organizational Culture, and Leadership. There are three levels within an organization. According to Schein
(2010), “Culture in general can be analyzed at several different levels, with the …show more content…
According to Schein (2010), basic assumptions have to be inferred from talking to people, intensive personal observation, or systematic observation and interviewing or “informants” (p. 81). Multiple facets make up the deeper cultural assumptions. The first is the truth, in this assumption, people are asking what the reality of the situation is or is not is because someone says it so or agrees on it (Holyoke, 2017). Second is assumptions about time, and with time there are monochronic and polychronic aspects. Monochronic time is where a manager sees a time where only one thing could be done at a time. Polychronic time is seen more like multitasking where tasks are looked at by task completion, and several things can be done …show more content…
According to Schein (2010), the physical layout not only has this symbolic function, but is often used to guide and channel the behavior of members of the organization (p.94). The last few assumptions with deeper cultural assumptions deal with the human and their nature. Human nature assumptions are regarding the individual in the organization being there to get work done or asking if people are more complex than just the position they work. The next assumption that Schein talks about is the appropriate human activity, which has three different orientations. One orientation is where nature can be controlled. Second, the being orientation where nature is powerful, and humans are subjected to it, and three the being-in-becoming orientation where human and nature work in harmony together. The last, deeper, cultural assumption, is the nature of human relationship. This assumption discusses the appropriate relationship between higher level and lower level people as well as the relationship between fellow team
The first point to understand comes from Edgar Schein’s book, Organizational Culture, and Leadership. There are three levels within an organization. According to Schein
(2010), “Culture in general can be analyzed at several different levels, with the …show more content…
According to Schein (2010), basic assumptions have to be inferred from talking to people, intensive personal observation, or systematic observation and interviewing or “informants” (p. 81). Multiple facets make up the deeper cultural assumptions. The first is the truth, in this assumption, people are asking what the reality of the situation is or is not is because someone says it so or agrees on it (Holyoke, 2017). Second is assumptions about time, and with time there are monochronic and polychronic aspects. Monochronic time is where a manager sees a time where only one thing could be done at a time. Polychronic time is seen more like multitasking where tasks are looked at by task completion, and several things can be done …show more content…
According to Schein (2010), the physical layout not only has this symbolic function, but is often used to guide and channel the behavior of members of the organization (p.94). The last few assumptions with deeper cultural assumptions deal with the human and their nature. Human nature assumptions are regarding the individual in the organization being there to get work done or asking if people are more complex than just the position they work. The next assumption that Schein talks about is the appropriate human activity, which has three different orientations. One orientation is where nature can be controlled. Second, the being orientation where nature is powerful, and humans are subjected to it, and three the being-in-becoming orientation where human and nature work in harmony together. The last, deeper, cultural assumption, is the nature of human relationship. This assumption discusses the appropriate relationship between higher level and lower level people as well as the relationship between fellow team