The army is a large organization. It involves multiple units that have different tasks. For instance, there is a unit that is involved in the recruitment of soldiers. A second unit deals with the management of the training process. A third unit consists of deployed soldiers in different wars.
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The fourth unit deals with organizing and managing the troops carrying out operations in the field. The executive unit deals with managing this fourth unit. The fifth unit is involved with dealing with criminal activities associated with servicemen and women. The army is characterized by well-defined structures and the roles of the different structures. It is also characterized by immense training before hiring. Servicemen and women are taught how to react to a wide range of situations to ensure survival during operations.
Organizational culture refers to the norm when employees are faced with opportunities or problems in an organization. It highlights issues like the perception of success and failure, established routines and procedures, symbols and language and the accepted form of leadership in an institution. Institutions that enjoy strong cultures have an ensured control system and social glue in place. This results in high organizational performance as well as, employee well-being. The Organizational Culture Profile (OCP) was developed in 1991. It is founded on the organizational culture model that was put forward by Caldwell, Chatman and O’Reilly.
This profile can be employed by a wide range of institutions to assess the culture of an organization. OCP can be described as a self-report measure which upon being analyzed gives an accurate reflection of an organization’s culture. This is achieved by collecting personnel and employees’ perception of the preponderate values in an institution. It presents seven dominant values that can be used to assess organizational culture. These values include how much an organization is; innovative, stable, outcome-oriented, people-oriented, team-oriented, aggressive and detail-oriented. These values are further broken down into indicators associated with each value.
Table 1 shows organizational culture profile characteristics.
|1 High expectation for performance||16 Attention to detail||30 Freedom of action|
|2 Take advantage of the opportunity||17 Rule oriented||31 Being careful|
|3 Compliance||18 Experimentation||32 Risk-taking|
|4 Being innovative||19 Predictability||33 Stability|
|5 Trust||20 Flexibility||34 Adaptability|
|6 Low level of conflict encouraged||21 Respect for individual rights||35 Being easy going|
|7 Tolerant of failure||22 Taking initiative||36 Being thoughtful|
|8 Informality||23 Fairness||37 Being result-oriented|
|9 Being aggressive||24 Being competitive||38 Decisiveness|
|10 Team oriented work||25 Being exact||39 Problem solving|
|11 Enthusiasm for the job||26 Working closely with others||40 Being calm|
|12 Develop friends at work||27 Confront conflict directly||41 Fitting in at work|
|13 Being different from others||28 Security of employment||42 Praised good performance|
|14 Socially responsible||29 Sharing information freely||44 Having a good reputation|
|15 Supportive of employees||43 Demanding of employees|
|Most Neither Characteristic Least |
Characteristic Nor Uncharacteristic Characteristic
The policies involved hiring/laying off, performance evaluation criteria, dress code and promotion criteria are well defined. These policies have been employed by the army for decades. As such, they are constant and never change with changing times. This supports the organizational culture profile results where the army is mostly featured with compliance. Such compliance is expected to rules that have been laid out and have been applied for many past years.