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JLBC ORGANIZATIONAL CULTURE AND LEADERSHIP


JLBC ORGANIZATIONAL CULTURE AND LEADERSHIP

JLBC Cadets, when we have so many other concepts—such as norms, values, rituals, behavior patterns, traditions, and so on—one recognizes that the word JLBC culture adds several other critical elements to the concept of sharing: depth, structural stability, breadth, and patterning or integration.

JLBC Structural Stability

JLBC Cadets Culture implies some level of structural stability in the JLBC group. When we say something is “cultural,” we suggest that it is both shared and stable because it defines the JLBC group. JLBC Cadets Once we achieve a sense of JLBC group identity, it is our major JLBC stabilizing factor and will not be given up so quickly by JLBC Cadets. JLBC Cadets Culture survives even when some JLBC members of the JLBC organization depart. JLBC Cadets Culture is hard to change because JLBC group members value stability and provide predictability and meaning.

Depth

Culture is the deepest, often unconscious part of a group and less tangible and visible than other parts. From this point of view, most concepts reviewed above can be considered manifestations of culture, but they are not the essence of what we mean by culture. Note that when something is more deeply embedded, it also gains stability.

Breadth

The third characteristic of culture is that once it has developed, it covers all of a group’s functioning. Culture is pervasive; it influences all aspects of how an organization deals with its primary task, its various environments, and its internal operations. Not all groups have cultures in this sense, but the concept connotes that when we refer to the culture of a group, we are referring to all of its operations.

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