Air Force Organizational Culture

A healthy organizational culture can be done with two different strategies. The first strategy being an action plan for developing a company that gives back to the employees. A good company understands the importance of building a positive morale and disposition among the staff. Regions Bank has developed a "team works" incentive plan that rewards good sales behaviors for the branches. This has given the employees an opportunity to not only make a base salary, but reap rewards for attainable quarterly sales goals as well. When an employee takes control of their production it gives a sense of ownership to the staff member to take pride in their company and help them develop on a larger basis.

There are several definitions and applications for organizational culture found within Army doctrine. Through synthesis of L100 readings, organizational culture is a set of institutional norms shared by its people who create a distinctive environment to observe, analyze, and act. Like organizational culture, L100 provides much source material, both literally and figuratively. Commander’s actions and examples model organizational climate which influence localized standards of conduct for his or her subordinates which can directly correlate to the health and sustainability of a unit.

A company’s culture can have a huge impact on employment relations. If the organisation encourages staff to be engaged and involved in how business is delivered, they are more likely to be motivated and productive and retention will be higher. Creating a good reputation outside the business can also help with future recruitment.

Organization Culture assist employee and their surrounding the values and behaviors that formulates the environment. The culture are constructed by the people, however, the continuation of this culture lives through the creator themselves (Cheney, Ganesh, Zorn, & Christensen, 2011, p.77). Many factors form a culture, but until people recognize these aspects, they do not perceive the culture in face value. In this paper, analytical skills are implemented to assessing organization culture at Tinker Airforce base.

In my five years of service I often talk with fellow Airmen about the different states of the Airforce. After many discussions I noticed a common theme was captured in a single saying “I love being an Airman, But I hate being in the Airforce”. From Basic Military Training we are taught to be Airman. We learn the Air Force core values of integrity first, service before self, and excellence in all we do, this is the moral code that every Airman lives by. These values are hard pressed in new Airman but somehow lost further in the individual’s career. The Airforce falls short of producing a climate that embodies this ethos. I hope this exposes the deep frustration that I and many young Airman are feeling. By being more of a bureaucratic entity

Organizational culture could almost be considered the roots of a company. The way a company’s employees think, the way the customers feel, and the company’s decisions are made are all based around the culture that the company has laid for itself. An employee’s values, thoughts, and actions should reflect those stated in the company’s mission. Southwest Airlines and American Airlines, while both attempting to create a culture that is comfortable and pleasing to their

Culture of a nation is manifested and influenced by a number of factors. National psyche and traits being the most pronounced ones. Military culture , to a certain extent , is in harmony with the national culture, however, it has its own impulses and dynamics. It incorporates obedience that curtails individual freedom or at times it may be at tangent with the socio-cultural values of a society ; Military culture of British – Indian Army ,as inherited by us is a case in point here. Philosophy of our present military outlets draws strength from history , organisational infrastructure , uniform , traditions social moorings and a host of other factors which , despite numerous changes , is still undergoing the process of evolution.

Not only is a strong corporate culture good for business by increasing customer satisfaction, it also can help to decrease turnover and save on human resources expenditures. Internal integration should start the minute a new employee enters a company. Training of new employees should include some way of helping them to understand the company's culture. The new hire training program currently in use at Wal-Mart stores includes videos and other information about the founding of the company as well as other general and specific information about the company's culture as well as expectations related to this culture. This is important because a company's culture is not always easily apparent to newcomers and this is what keeps Wal-mart's culture strong (Berg, 2001).

When trying to maintain a healthy organizational culture the leader has many factors that he/she must balance. Maintaining a healthy organizational culture may be viewed as an entire strategic

Organizational culture has been described as shared values and beliefs that underline a company’s identity. A strong culture that encourages employees from the top to the bottom in adaptation and change can increase organizational performance by energizing and motivating employees, shape behaviors, unify personnel in the goals / objectives and align employee’s actions with the priorities of the company (Daft, R., 2013). Creating a constructive culture should be a manager’s top priority because the right culture will propel a company into a top performer in its industry.

A leader isn’t always a manager, but can be a manager in an organization. When you combine the two into ethical leadership you have a strong dynamic. According to Yukl (2010) in cross-cultural research on the essential traits for effective leadership, integrity is near the top of the list in all cultures that have been studied. Most scholars consider integrity to be an important aspect of ethical leadership” (p. 409).

Today many companies are focusing on becoming a value-driven organization because we have seen those values types of organizations are some of the most successful companies. Value tends to drive culture and when you have an organization that has strong culture, you have a lot of employee that are bookbuild so your culture is driving complete fulfillment. When you have employed fulfillment then employees are happy then they come to work and they provide good customer service. You have high customer satisfaction.

An organization’s culture governs day to day behavior. This type of power may be seen as a control mechanism, which businesses use to manipulate internal and external perception. Every organization has a set of assumed understandings that must be adopted and implemented by new employees in order for them to be accepted. Conformity to the culture becomes the primary basis for reward by the organization. “The role of culture in influencing employee behavior appears to be increasingly important in today’s workplace, as organizations have widened spans of control, flattened structures, introduced teams, reduced

In today’s dynamic business environment leadership must understand the value and importance of their organizations’ culture. While it may never be formally defined, leadership must have a vision of their intended culture and a plan for creating and maintaining it. This vision will serve as the potter’s clay that determines everything from the dress code to the organizational structure. This paper examines two methods organizations can choose to create and maintain a healthy culture.

A strong positive organizational culture develops from employee awareness of the distinct differences between their company and other companies along with company mindfulness and embracing cultural diversity of its employees. As long as the organizational uniqueness of companies is positive, company pride among employees expands and improves the employees’ willingness to learn. Conversely, disinterested employees lack commitment to their company and lack desire to learn, making training more difficult.