Running Head: TEAM #2 SUMMARY

Team #2 Week 3 Summary

Christopher DuBay
Diana Householder
Vicky Roberts
Siena Heights University
November 11, 2016

WEEK 3 SUMMARY

2
Introduction

The following collaborative summary, comprised by Siena Heights University Organizational

Culture and Communications Team #2, addresses the influential impact of the founders role,
associated with underlying assumptions, behavior and communication skills, in the organizations
original construct responsible for establishing cultural norms.
Organizations do not form accidently. A founder takes a leadership role, combining leadership
ability with a vision, realizing the collaborative actions of many can accomplish an objective which
he/she cannot do alone (Schein, 1983, p.16). The founder controls the processes, procedures and
structures, influential to the operating culture, of shared views and behaviors (Mcwharter, 2016).
Founders Relationship to Organizational Development and Culture
During the organizations development, how the underlying culture is influenced by the
founders basic assumptions about truth and reality, are in direct proportion to five influential natural
paradigms. The paradigms relate to the development of the culture, (through the founders observed
behaviors by the organizational members), in relationship to the organizations environment, nature of
reality and truth, the nature of human nature, the nature of human activity, and the nature of human
relations, in relationship to learned/discovered cultural patterns of operating norms (Schein, 1983,
p.16). One of our peers concluded, The nature of human relationships, as a cultural paradigm, is
centered in how people relate and work with those around them (Sheldon, 2016).
It is also imperative that we speak of risk. As our colleagues eluded to, too often culture is
overlooked in organizations today (Lebow 1998). We must be able to assess and discuss risk as it
pertains to an organizations fiscal future. There is an imperative that must be followed. What risk is
involved with creating a culture of trust and what might one lose if there cannot be a culture of trust.
It is a tenant of the human condition (successful human endeavors), are inextricably linked to
leaders who set a clear precedent and a positive example (Babcock, 2003). Leaders who possess honest

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and trustworthy character traits can demonstrate and aid meeting the performance levels expected of
others, which inevitably inspire, motivate and draw loyal followers accepting the role of being led with
confidence (Warrick, Milliman & Ferguson, 2016).
There is no better example of leading with a positive heart as Stephen Covey. Covey (1989),
states that we must have a mind that is ready and adaptable for change and understanding. We must
create a culture of open and honest communication. There are limits to what we can do if we do not
create this culture. There are tricks and habits that can be taught; however, in the end it is the leader
that must hone these skills. Some examples are, speak with a clear motive and idea of outcome,
believe in what you are saying, speak from the heart, make clear expectations, etc. Empowering
yourself and others in the art of clear communication will enhance your level of respect amongst your
staff and raise the expectations of the group.
The X Theory of threatening people into subjugation will, on the other hand, never prevails. If it
is the authoritarian style's belief, people are by nature uninspired, lazy and perfunctory in their
approach to work, prodding to achieve productivity will only exacerbate the undesirable worker
qualities noted above (Lawter, 2015).
Morley, (1991), understands that there must be rules in place for a work force to function
adequately. Rules and not simply to subjugate people, they lay the ground work for people to perform
and excel. What we must do always, is recognize these high performers and enable them to be an
example for others. We must have clear expectations of what we expect and when these expectations
are met, we must celebrate these small advancements for the cause.
Founders Need to Mitigate Communication Pitfalls
The importance of good communication skills, within a corporation or organization, cannot be
over emphasized. Skills in listening, as well as skills in transmitting information or ideas, can and often
time is, the king pin in an effective and productive organization (Smith, 2008). Founders must be able

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to convey clearly, and without question, expectations, ideas, problems and solutions (Darling &
Dannels, 2003). The antithesis action, founders or leaders must be able to receive, process and evaluate
accurately, is information followers are trying to convey so good ideas can be implemented, problems
can be solved and information can be distributed for effective empowerment.
To minimize communication pitfalls, the founder must make communication a high priority
item as an organizational standard of sharing/understanding information at every level, instead of
merely just passing it on to a select few. Collectively, to enhance communication skills at every level of
the organization, our peers suggested it is paramount for the founder to improve/possess
communication abilities as follows; listen to understand, value the exchange of information, clarify
through quality the message being sent, promote two-way open communication, make information
accessible at every level and provide sufficient feedback. What emerges from successfully
communicated interactions of shared information is a level of trust, which builds strong relationships,
increases personal fulfillment and sustains high employee morale (McArthur & McArthur, 1987, p.15).
Conclusion
The founder, as the influencer, has only so much time, energy and intellectual capital to spend,
so he/she must spend it well by embedding high priority standards of communication at every level
as an empowering tool of effective/efficient distributed decision making power; thus resulting in
organizational trust (Natchez, 2012). Stephen Covey teaches, When the trust account is high,
communication is easy, instant and effective (Covey, 1989). Successfully communicated trust is the
definition of a win-win functioning organizational culture, structured around interdependence and
synergy, as a whole. Which if communicated and implemented correctly by the founder at the start, a
win-win evolving culture can become an embodiment of a founders initial idea, brought into reality, as
an ethical operating learning construct for everyone involved as an on-going flexible process of
effectiveness used in every aspect of life.

WEEK 3 SUMMARY

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