TWU Global LDRS 300 Leadership As Service Unit 9.1 ✓ Solved

TWU Global LDRS 300 Leadership as Service Unit #9.1 - What is

Today’s lecture focuses on examining how organizations think, act, create practices, and develop processes that are sustainable, values-driven, and infused with servant leadership. To lead like Jesus and embrace servant leadership, it is essential to understand how organizations grow and nurture a service culture with their people through practices and policies that embody a customer-focused culture.

Culture is defined as a set of shared and enduring meanings, values, and beliefs that characterize various groups and orient their behavior (Faure and Sjostedt, 1993, as cited in Salacuse). It represents socially transmitted behavior patterns, norms, beliefs, and values of a given community (Salacuse, 1998).

There are different perspectives on culture, including:

• Individual Enrichment: This is a process of growth through diverse readings, arts, music, and events that expands our thinking and perception.
• Culture as an Activity: Engaging with museums, concerts, books, and movies to develop cultural knowledge and understanding.
• Culture as a Group’s Way of Life: This refers to specific lifestyles relating to particular cultures, communities, and organizations.

One significant model analyzing culture is Geert Hofstede's framework, which identifies six layers essential for understanding culture. These include values, rituals, heroes, symbols, and practices with values representing the core of culture. Each component plays a crucial role in establishing what behaviors are socially essential within a culture.

Another model by Edward T. Hall introduces an iceberg analogy depicting culture. This model illustrates that visible cultural aspects are just the tip of the iceberg, with deeper, unconscious beliefs and values hidden beneath the surface. Understanding a new culture requires active participation and interaction, recognizing that overt behaviors often do not convey the entirety of cultural nuances.

To further explore this, the forum activities encourage participants to describe their cultural backgrounds and share practices for understanding others from different cultures, emphasizing the need for engagement and dialogue.

Finally, it is crucial to underline the importance of corporate culture as the way an organization’s members think, act, and understand their surroundings (Toister, 2017). Edgar Schein's model of organizational culture highlights the importance of observing artifacts, values, and assumptions present in organizations.

Paper For Above Instructions

Understanding and defining culture is pivotal in shaping organizational frameworks and fostering meaningful connections among members. Culture can be viewed through various lenses including individual enrichment, communal activities, and lifestyles reflecting collective beliefs, values, and behaviors. This multifaceted definition reveals the complexity and richness of culture as it exists within different contexts, particularly in organizational settings.

Individual enrichment emphasizes personal growth through exposure to diverse cultural elements, such as literature and the arts. This concept underlines the significance of continuous learning and adaptation, as individuals engage with differing ideas and practices that redefine their perspectives. These encounters with diverse cultures not only broaden individual horizons but also enhance communal understanding, paving the path for cross-cultural synergy within organizational structures.

When examining culture as an activity, it is integral to recognize how the arts, literature, and community events serve as mediums for cultural expression and exchange. These activities foster engagement and dialogue among individuals from varied backgrounds, supporting the idea that culture is a dynamic entity continuously shaped by interactions and experiences.

Furthermore, defining culture as a 'way of life' allows for a deeper understanding of the values and assumptions that guide groups, from families to organizations. Specific cultural identifiers within organizations can significantly influence both internal relations and external perceptions. For instance, a strong service culture in an organization underlines its commitment to customer satisfaction, fostering a collective approach toward community engagement and feedback.

Geert Hofstede’s model of cultural dimensions offers insights into understanding these cultural nuances critical for effective leadership and collaboration. Hofstede posits that values form the essence of culture, influencing behaviors and helping define success within any organizational framework. Emphasizing values alongside artifacts and practices allows leaders to foster environments that are not only inclusive but also adaptive to change, nurturing a culture that thrives on shared beliefs and virtues.

Building upon Hofstede’s model, the iceberg analogy by Edward T. Hall further enriches our understanding of culture by revealing that beneath visible behaviors lies a vast landscape of values and beliefs. This model serves as a reminder that first impressions based solely on observable behaviors may lead to misconceptions. It underscores the necessity for organizational members to actively seek deeper interaction and understanding of colleagues’ backgrounds, enriching workplace harmony and collaboration.

In the context of corporate culture, it becomes clear that the organizational climate significantly influences member interactions and overall performance. Toister (2017) eloquently states that corporate culture shapes the way members think, act, and comprehend their environment. This perspective calls for leaders to engage in introspection and exploratory initiatives aimed at mapping out their organizational culture, identifying strengths, and addressing areas of divergence.

Forum discussions regarding culture highlight the importance of communication and understanding, particularly when interacting with diverse cultural backgrounds. Describing personal culture not only aids in self-awareness but also in recognizing the richness that differing perspectives bring to collective environments. Understanding others from different cultures necessitates practices conducive to dialogue, empathy, and active listening, cultivating relationships rooted in mutual respect and appreciation.

As we navigate this culturally rich landscape, organizational leaders are encouraged to strategize ways to integrate cultural competence into their personal leadership styles. Emphasizing the development of a service-oriented culture will not only better meet the organization’s goals but also enhance community engagement and social responsibility.

References

• Faure, G. R., & Sjostedt, G. (1993). Culture and conflict management. In Salacuse, J. W. (1998). The global negotiation: How to make success in cross-cultural contexts. New York: McGraw-Hill.
• Salacuse, J. W. (1998). The global negotiation: How to make success in cross-cultural contexts. New York: McGraw-Hill.
• Rothman, J. (2014). The Meaning of Culture.
• Toister, A. J. (2017). The Culture of Service: How to Create a Customer-Focused Culture.
• Hofstede, G. (1991). Cultures and Organizations: Software of the Mind. New York: McGraw-Hill.
• Hall, E. T. (1976). Beyond Culture. New York: Anchor Books.
• Williams, R. (1976). Keywords: A Vocabulary of Culture and Society. Harper Press.
• Gundersen, D. E. (2000). Improving Organizational Culture: A Global Challenge. Organizational Dynamics, 29(2), 98-106.
• Denison, D. R. (1990). Corporate Culture and Organizational Effectiveness. New York: Wiley.
• Kotter, J. P. (1996). Leading Change. Boston: Harvard Business Review Press.