YesterdayAug 27 at 4:27pm
Manage Discussion EntryMarcus and class,
What are some things that you agreed with? Disagreed with? Why? Which one of these authors were more robust and why? Janice
References
Da Veiga, A., Astakhova, L. V., Botha, A., & Herselman, M. (2020). Defining organizational information security culture—Perspectives from academia and industry.Computers & Security,92, 101713
Larson, P. D., & Foropon, C. (2018). Process improvement in humanitarian operations: an organizational theory perspective.International Journal of Production Research,56(21), 6828-6841
Prasanna, S. R., & Haavisto, I. (2018). Collaboration in humanitarian supply chains: an organizational culture framework.International Journal of Production Research,56(17), 5611-5625
ThursdayAug 26 at 7:38pm
Manage Discussion Entry
Hi everyone!
In my current position, I am part of the 2021 Emerging Leaders Cohort. This cohort was selected to help enhance and encourage the development of continued skills for the future “leaders” of the company. The individuals selected for this cohort are not specifically aiming to become senior staff members or managers, they may be leading in a more subdue way.
Artifacts:
The cohort is being taught by senior staff members and individuals hired from outside companies that specialize in leadership development. All individuals involved with this training carry themselves in a professional manner by their appearance as they dress in business casual or business clothing. It is also observed that there is a high level of empathy, compassion, and desire to help others which drives their daily work. The observed behavior is further identified as constant listening, offering suggestions, and asking for feedback.
Espoused values:
The mission of the company is to help individuals aid in their personal recovery journeys. This group is designed to improve the overall mission value of the company by increasing the understanding of how this can be effectively done by increasing compassion, communication, and empathy skills. Regardless of where employees and/or patients currently are mentally and physically, leaders can meet patients where they are at to help aid in their recovery.
Basic Assumptions:
Individuals who are in need of substance use or mental health services may not fully be ready to ask for help. This can lead to feelings of ambivalence or resentment towards the treatment providers. Because of this, the cohort focuses on providing a safe and patient-centered treatment environment that can reduce levels of fear and increase participation.
Additional questions:
In order to further decipher basic assumptions, I would further ask my colleagues to provide information on their “story of self” to determine how life circumstances have led them to their current career path. I would also ask them to describe how if the roles were reversed between patient and provider what services or approaches, they would appreciate when they were receiving care. And finally, I would also like to ask my colleagues about their perception of their company culture.
References
Schein, E. H. (2016).Organizational culture and leadership (5th ed.). San Francisco: Jossey-Bass