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Organizational Culture

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Organizational Culture

Schein defined organizational culture as "a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration that has worked well enough to be considered valid and therefore to be taught to new members as the correct way to perceive, think and feel in relation to those problems." Organizational culture is often viewed as the bases to organization effectiveness. Developing and cultivating leadership is a major component of a successful organization. This paper will examine the effectiveness of the organizational culture and strategic leadership. The use of Baldrige Criteria will give a better acknowledgement of the Army's organizational strengths and weaknesses. Results of the Baldrige Criteria assessment will construct recommendations on how the Army leaders can use leadership skills and embedded mechanisms to affect organizational changes..

The article explains the primary responsibilities of strategic leaders and the impact of culture. Schein proposes that many problems faced by leaders can be traced to their ability to analyze and evaluate organizational cultures. To gain a better understanding how leaders can use culture, the articles explains what organizational culture is and discusses it from several different views. Schein discusses his three levels of culture which are the artifacts; espouse values and beliefs and underlying assumptions. This article also explains the symbiosis between the organization's overall culture and its subculture. Understanding this relationship requires an understanding that provides more reliable means of dealing

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