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Com 530 Org. Behavior

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United States Army Organizational Behavior and Communication

Brian Joseph Stevens

COM/530

July 8, 2010

Sandra Payne, Master of Business Administration (MBA)
United States Army Organizational Behavior and Communication The United States Army has a strong, complex, and unique organizational culture with espoused values, behaviors, and organizational communication. The United States Army culture requires constant realignment with enacted values created to deal with the turbulent and ever-changing environment of war. The United States Army culture is almost a society in itself and members are influenced by heavy emphasis on collectivism, hierarchy, discipline, and control (Soeters, Winslow, Weibull, 2003). The culture of the United States Army is strong, which allows it to be a successful organization however some shifts in culture may allow it to be even more effective.
Culture
The United States Army culture is a combination of in-group collectivism, high-performance orientation, institutional collectivism, assertiveness, and power distance. In-group collectivism is akin to team orientation with individuals that convey loyalty and pride to their unit or team. . The “can do” attitude like high-performance orientation emphasizing results with a sense of urgency at the loss of being soldier oriented. “The Army inoculates this assumption with its Warrior Ethos that begins with the tenet; I will always place the mission first” (Gerras, Wong, Allen, 2008, p.11). Institutional collectivism can be described as the collective over the individual. Soldiers will relegate their individual desires to those of the groups. Assertiveness reflects individuals expectations to either be frank or reserved with others. Assertiveness is demonstrated by the competence to dominate and win on the battlefield. Power distance can be described as a form of

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