Organizational Culture Essay

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Introduction Following is a partial transcript of a hypothetical dialogue that never took place. Participant qualifications on the topic of tonight’s dialogue included students, authors, and professors. The participants in this dialogue discussed many topics on leadership, but the authors of this paper only sought to address the dialogue concerning the modification of an organization’s culture. Topics included ideal cultures and cultural traits, managing culture, resistance to cultural change, and impact on the bottom line. The key players provided supporting facts and examples to reinforce their thoughts on our key question of the evening: Should leaders aim to modify their organization’s culture? Let’s see what they had to say. Ideal Cultures and Cultural Traits Moderator: Are there ‘ideal’ cultures or cultural traits? Daft: Let me begin by defining culture “as the set of key values, assumptions, understandings, and norms that is shared by members of an organization and taught to new members as correct” (Daft, 2008, p. 422). I also believe that “at its most basic, culture is a pattern of shared assumptions about how things are done in an organization” (Daft, 2008, p. 422). Aguirre: Culture runs much deeper than the organization. Individuals and nations have their own cultures which help shape their customs and traditions. These are embedded and carried from place to place. Cultural attitudes can change for better or worse, but individuals and nations historically revert back to their core cultural beliefs. Drucker: An example of reverting back to core cultural beliefs is Konrad Adenauer’s vision of post World War II Germany to return Germany to its pre-Hitler ideology and core values despite being heavily criticized both at home and abroad (Drucker, 1991). Adenauer’s response was that “pre-Hitler Germany, no matter how deficient, is the only culture

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