The Royal Military College as an Instrument for Molding Military Offices To view the Royal Military College (RMC) as an instrument for molding military officers for the nation would be an accurate means of outlining the institutions objective. In the Organizational Behavior Concepts, Controversies, Applications, textbook by Stephen Robbins and Nancy Langton, organizational culture is defined as: "a system of shared meaning and common perception held by members of an organization that distinguishes it from other organizations." (Robbins and Langton 316) Like all institutions RMC is full of variables and cleavages that link peoples together in a variety of manners. There is however more than simply a catchy motto "Truth, Duty, Valor" that binds the peoples of RMC. It is the contention of this paper that at RMC there exist a deep culture, profuse with many subcultures important to the implementing of change, promoting cohesion and development of the institution as a whole. If organizational cultures are said to herald shared meaning and common perceptions held by its members, who distinguish the organization from other organizations; one need compare RMC to similar organizations and determine if RMC is indeed distinguishable. In stating this, it is implied that by using a comparable institution to contrast RMC one will be able to see if members of RMC share a clearly distinguishable persona. RMC harbors "institutionalization" in so far as the textbook definition is concerned. Institutionalization is; "The process whereby an organization takes on a life of its own, apart from any of its members, and acquires immortality." RMC fits nicely into this definition, as RMC is immortal in the sense that it lives on even a... ... middle of paper ... ...their cadet careers. It may help to put first years' lives in better perspective, allowing them to understand the encounter stage for what it is before ever entering it. Awareness is always beneficial; it only leaves more food for thought. This is especially true when it come to battling the liabilities of culture. It makes change and progression much easier to bring about and subsequently much easier to pallet. WORKS CITED Robbins, Stephen P & Langton, Nancy. Eds. Organizational Behaviour. Scarborough: Prentice Hall Canada Inc. 1999. Wallace, A.F.C. Culture and Personality. New York: Random House. 1970. Bibliography: WORKS CITED Robbins, Stephen P & Langton, Nancy. Eds. Organizational Behaviour. Scarborough: Prentice Hall Canada Inc. 1999. Wallace, A.F.C. Culture and Personality. New York: Random House. 1970.
The purpose of this paper is to provide a brief analysis of the United States Army’s organizational structure and its culture and how these two elements impact its workers, associates and affiliates. This paper will first examine the Army’s history, development and structure to highlight the origins of the Army’s culture. Secondly, a brief history of the Army’s organizational development will be followed by a close examination of its philosophy and supporting beliefs. Lastly, this paper will discuss the role of the Army’s leadership, their response to critical issues and the organizational structure of the Army. An analysis of the army’s top leaders will help the reader to understand the Army culture more thoroughly in the context of the Army’s organizational structure. More specifically this section of the paper will examine the Army leadership’s response to the current geo-political environment and other related issues. In conclusion, this paper hopes to highlight the Army’s overall functioning from an organizational standpoint and emphasize that idea that the Army is like a functional corporation. This will be accomplished by addressing various key questions throughout this text.
I will, however, try to give the essence of it instead. The Army’s culture is “the body and soul” (TRADOC, 2010, p. 9) of the organization. It is the shared values and practices that shape all Soldiers and inspire future Soldiers to join, and for current members to perfect their craft. Better said, to move from novice to expert – a professional. While the Army culture is the body and soul, then the heart of the Army is its ethics.
“Functionalism … holds that social phenomena persist if they contribute to social stability.” (Brym and Lie 2012:5). Military culture has a crucial role in promoting social stability and harmony. First of all, the military culture value is one of valuable social assets. In daily life, “loyalty” is not specific to loyal any certain organization. “Loyalty” is a broad concept. It can be generally understood as integrity, because the integrity means to be loyal to the promise. Thus, from this perspective, this value is helpful for improving the social integrity and the sense of social security.
Robbins , Stephen P. and Judge, Timothy, A. Organizational Behavior. Upper Saddle River, New Jersey. Prentice Hall. Pearson Custom Publishing. 2008 Print
Langton, Nancy, Stephen Robbins, and Timothy Judge.Organizational Behaviour: Concepts, Controversies, Applications. Fifth Canadian Edition. Toronto: Pearson Canada, 2009. 141, 574-84. Print.
Robbins, S. P., & Judge, T. A. (2007). Organizational Behavior (12th ed.). Upper Saddle River, New Jersey, United States of America: Pearson Prentise Hall.
Organizational culture is the values, traits and behaviors of how an employee or a group reacts to situations, influenced by the organization. In the military, an Infantryman and a Medic have two different cultures. Infantryman that is not in leadership positons are taught to obey orders, “don’t think just do.” It is not until they are a team leader or squad leader that they start making basic level decision, but these decisions never supersede their bosses decisions or commanders intent. If they cannot follow direction, this could result in accidents, injuries or even death.
Kreitner, R., & Kinicki, A., (2004). Organizational Behavior (6th ed.). New York: McGraw- Hill/Irwin. pp. 406- 441.
Kinicki, A., & Kreitner, R. (2009). Organizational behavior: Key concepts, skills and best practices (customized 4th ed.). New York, NY: McGraw-Hill Irwin.
McShane, Steven L.; Von-Glinow, Mary Ann: Organizational Behavior 6th Ed. Copyright 2013. McGraw-Hill Irwin. New York, NY.
McShane, S.L., Olekalns, M. & Travaglione, A. 2013, Organizational Behavior: Emerging Knowledge, Global Insights 4th ed., McGraw-Hill, Sydney.
This essay gives a basic idea of what organizational culture is, and emphasis on the controversial issues of managing organizational cultures. As there are various definitions for organizational culture, and none of them are universally agreed. Therefore, for an easier understanding by readers, the definition of organizational culture given in this essay focusing on levels of culture, and will be discussed t together with Schein's(1983) framework. Before talking about managing organizational cultures, the types will be introduced first. Because, there are some descriptions about managing different types of organizational cultures, in the following content.
Robbins, S. P., & Judge, T. A. (2011). Essentials of Organizational Behavior. Harlow England: Pearson Education Limited.
Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14 ed.). Upper Saddle River, NJ: Pearson.
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...