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The third factor that shapes the organizational culture is the relationship that exists between the employer and employee. As already stated earlier, Second Continental Congress stands out as one of the earliest bodies in the working relationship for perpetuating for the establishment of different organizations that cater for the security of the country.
Organizational structure refers to the level and nature of interaction between employees, supervisors, and management team who are at various cadres of job status. Essentially, U.S. military has adopted a horizontal form of organizational structure that eliminates a lot of bureaucracy. Junior employees, who are also part of the associates, interact freely with supervisors and management team. Problem and challenges are shared out based on equality, and every suggestion is treated with the importance. This factor has been instrumental in promoting the quality of collectivism rather than individualism (Driskill & Brenton, 2005).
Lastly, the national culture of United States of America has significantly influenced the innovative culture as witnessed in the U.S. military organization. United States stands out as the most powerful nation in the entire world. As such, security agencies and other business organizations...
This factor has made the U.S. military undertake some innovative engagements seeking claim the most coveted rank of the most valuable and distinguished security personnel globally. This probably explains the leadership role that U.S. military has undertaken in aspects such as peace conservation and the provision of an assortment of quality products to its customers (Driskill & Brenton, 2005).
In conclusion, organizational culture plays a significant role in shaping the behavior of individuals within an organization. Furthermore, it is evidently clear that the culture of United States of America has contributed immensely to the culture witnessed in the security department. Operating in the most powerful nation relating to economic, political, and social dimensions, U.S. military had no other option but to operate in the spirit of the American culture (Durant, 2007).
References
Driskill, G.W., & Brenton, a.L. (2005). Organizational Culture in Action: A Cultural Analysis Workbook. New York, NY: SAGE.
Durant, R.F. (2007). The greening of the U.S. military: Environmental policy, national security, and organizational change. Washington, D.C: Georgetown Univ. Press.
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