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Role of culture in socioeconomic development
Culture and personal values
Culture and personal values
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While there are numerous qualities a good leader must have, cultural awareness is one of the most important ones, especially in the Army. Cultural awareness creates the most cohesion and efficiency within a unit and with civilians. Within the Army, everyone has different backgrounds, to understand cultural awareness, the first step is to understand the four components that define culture. First, values are things that an individual or group deeply care about whether it is an idea or some representation. It is anything “important through a relative and subjective view”, (United
States Army, 2017); these are things like honor or tradition. Cultural awareness incorporates values because by understanding them, soldiers know how to approach
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Normally, everything about culture happens for a reason. There are seven defining factors for culture, and they are: climate, land, water, religion, economics, geography, and social and political. In every society, the abundance or lack of these factors dictate those four aspects of culture. With the lack of water, a community’s values might include rain. Whatever those factors are, they can also be a part of property that the Army must protect. When planning a mission, it is important that leaders note the cultural property that a community has. The Army takes every precaution to avoid the destruction of this property. Of course, this promotes good will with the community, but it also demonstrates that the Army cares for the welfare of others and their belongings. Additionally, even if the mission does not state it, it is every soldiers’ duty to provide protection to any culturally valuable property. Cultural awareness helps bring together people from different backgrounds. Of all the aspects, the most important is values because all the others usually depend on that one. I
“The things they carried were determined to some extent by superstition” (12). Lieutenant Jimmy Cross, Henry Dobbins, Dave Jensen, and Kiowa all seemed to have a deal in superstition. Each man carried an object that he thought would bring him luck and never left anywhere without it. These men carried these objects because it connected them to home in some way and made them feel more powerful on the battlefield. All men carried fear. At any moment, their life could be lost and they would never see their friends and family ever again. To any ordinary man, his greatest fear in life is death. Lieutenant Jimmy Cross carried more than just fear for his own life, but the responsibility of the lives of the men in his unit as well. He often would feel guilt as men died throughout the war. Kiowa often carried distrust towards the other men due to biased opinions on where he came from.”That’s a smart Indian. Shut up” (17). Kiowa carried what many men didn’t have within the unit, sympathy. He cared about others even when he didn’t want to and told the honest truth. The final thing every man carried with him is his own mind. The thoughts and memories of war are not always pleasant and it is something they must carry with them for the rest of their lives. “They were tough” (20). The men were tough and though some struggled with the thoughts of war back home, they still fought for their country
Kotter lists reasons for why organizations fail to change the organizational culture. One of the reasons is neglecting to anchor changes firmly in the corporate culture. In the context of the Army as a corporation, the ideals of MC have not taken hold because subordinate leaders are not adhering to the principles of MC at the lowest levels; particularly allowing their subordinate leaders to exercise disciplined initiative and accept prudent risk. The Army has created a leadership culture driven by oversight from the highest levels of leadership to ensure that their directives are executed with little deviation. This type of leadership is very risk averse and stifles the subordinate leaders ' desire to take any initiative to implement an alternate plan of action dictated by the conditions on the
In Chinese military culture, the values are: “loyal to the motherland, loyal to the people, advocating honour, not afraid to sacrifice”. Throughout Chinese military cultural values, the “loyal” appears twice, which means it is the most important element of the military cultural values. Loyalty is the foundation of military culture; it is a belief and the highest honour of an armyman. In terms of mores, the main idea is to promote the Civil-Military unity. Therefore, the military culture requires the students to love the people, and be concerned about city development. Chinese military culture also encourages the students enthusiastically to join the community service, such as help the lonely old people, and so
The similarities between organizational culture and organizational climate within the Army are convergent since it is a virtue-based institution vis-a-vis Army Values. These values shared throughout culture and climate domains aid young Soldiers in further understanding of Army norms introduced during Basic Training while maintaining the moral compass of more experienced Soldiers performing leadership or management responsibilities. Furthermore, organizational culture and organizational climate share a purpose in developing peer-to-peer and leader-subordinate relationships so that innovative, yet disciplined, behavior leads to career progression and additional leadership opportunities. Lastly, Army leaders communicate their expectations of Army culture and climate through their actions and messages. This strategic communication effort reaches everyone in the institution or organization including families and supporting civilians.
Young soldiers need to learn to live the Army values, which are loyalty, duty, respect, selfless service, honor, integrity, and personal courage. If these values can be instilled in us then we will have everything we need to make an excellent soldier but also a great person. These values also come into play when you are sent downrange because you want to have good fellow soldiers who will always have your back know matter what the situation you find yourself in. The army values also define our character traits as a person and they teach us discipline. The Army Values are a big part of our lives us young soldiers need to learn how to maintain them.
The military culture is truly a society of warriors who heavily rely on each individual to master the ability of handling stress under the most extreme circumstances. Personal sacrifice in order to ensure mission success is paramount within the military culture. Due to this mindset, which is heavily reliant on demonstrating resilience through adversity and displaying inner strength, individuals diagnosed with a mental illness face an extraordinary battle amongst their peers.
The role of a human resource sergeant in the Army profession is well-defined by the non-commissioned officer (NCO) creed “we are professionals, non-commissioned officers, leaders” (SFC Earle, Brigham, 1973). We build a camaraderie in our profession that is unlike any other. Not all can say that they are experts, it requires years of training in that field to become a professional. In our profession, we must earn the trust of many, such as subordinates, colleagues, clients, and the nation. We are merely servants, here to serve the Soldier and their Family. Soldier’s take pride in the service that they provide.
The Army leader should have identifiable features that soldiers can benefit from. This is how an Army leader must be. He or she should have knowledge in tactics and techniques that show that they can manage resources and organize. All of this entails what an Army leader knows. And the actions that birth the feelings in other soldiers to want to operate in the same manner of that leader is the do.
Constant technological and global changes create challenges that forces leaders to manage different cultures in different countries. People, goods, services, and ideas are moving today at greater speeds which mean our labor force is becoming more diverse and multicultural by the day. Effective leaders need to understand such global dynamics in order to successfully manage organizational cultures. The cultures of leaders and their core assumptions might be different from the values and assumptions of employees in a different country. Two managers working for the same global company might see things differently due to their backgrounds and cultural values. The different countries, in which the organization operates, will have different cultures depending on the social, economic, and political history of the country. Managing and understanding these differences need an effective cross-cultural thinking leader (Yukl, 2013). Some research questions that Yukl, 2013 suggests are: 1) how behavior differs across cultural values and for different countries? 2) How values and behaviors are influenced by personality across company and country? 3) What types of traits, skills, and experience are most useful to prepare a leader being assigned to a new country? 4) How does the fast-changing culture in developing countries affect and relate to
“The True Meaning of The National Anthem” Rough Draft. “When we hear the national anthem, it is a call to honor our country and its history.” The national anthem, also called “The Star-Spangled Banner,” has been a fundamental part of United States history since it was first written by United States attorney Francis Scott Key in 1814 during the War of 1812. This song, which was first merely a poem recalling the events of an attack by the British against Fort McHenry, an American fort built in Baltimore, became a staple in American history. However, various organizations have begun protesting this display of national pride and independence.
What is culture, one might ask? According to Merriam-Webster Dictionary, culture is the “customary beliefs, social forms, and material traits of a racial, religious, or social group or the characteristic features of everyday existence (as diversions or a way of life} shared by people in a place or time” (Culture). Five major characteristics that define a culture include culture is learned, culture is shared, culture is symbolic, culture is all-encompassing, and culture is integrated. Culture depends on the human capacity for cultural learning that encompasses shared rules for conduct and that are dependent upon symbols. Cultures can be integrated by using “social and economic forces, core values, and key symbols” (Mirror for Humanity, 2002). This essay will elaborate on the physical geography and military history of Sub-Saharan Africa, an analysis of its weather, and an overview of the ASCOPE acronym.
Leaders have influence the organizational climate and can change the command culture. However to accomplish that they have to first understand the existing organizational culture within which they are operating. Culture is the behavior characteristic of a particular group. In an organizational setting, leaders have to be mindful of this cultural factors in the context that is sensitive to the different backgrounds of team members to best leverage their talent. There are three levels of culture. First level is the Artifacts. This is the surface level. It includes all phenomena that one sees, hears, and feels when one encounters a new group with unfamiliar culture. Second level is the espoused values. These reflect the original values. Third level is the basic underlying assumptions. These are what were once hypothesis, supported only by a hunch or a value, come gradually to be treated as reality. Climate, in the other hand, is a prevailing trend of public opinion or attitude in a given organization at a given time.
Concerning my cultural awareness, I scored a 43 out of 50. This score seems accurate to me, as I have been working towards becoming a more culturally competent person since becoming a social work student. Being culturally competent is an ongoing process, and I believe it would be incredibly difficult to be fully competent as there are so many different and ever changing cultures. Although a perfect score may be attainable, I believe my score shows my cultural awareness to be satisfactory with room for improvement.
It is said that people are the greatest assets to an organization and it is their beliefs, customs, perspectives, attitudes, and values that constitute to the culture that prevails in an organization. Culture, a very common word in today’s world, plays a very vital role in organizations and it not only affects an employee’s professional development but also their personal harmony. Culture gives a sense of belonging to people, a sense of who they are and how productive they are at their work place. It helps in interacting with each other at a work place.
It is clear that culture change is very complex. It has extreme causes and effects. In order to understand all of the signs of change, we must take a holistic approach to studying cultures and the environments in which they exist. Only then can you expect to understand the phenomena of culture change. The Army needs to make cultural changes to evolve and be competitive in the 21st century. It must be done quickly, towards any direction able enough to enhance their ability to stimulate and assimilate change.