Part I… Comment on post… Discuss the “positives’ of conflict. How do we manage this? Part II Comment on classmates post…
According to Harvey and Allard, a lack of diversity can significantly impact an organization (Harvey & Allard, 2014). By cultivating varying personalities among employees, an organization can increase performance. Utilizing the input from varying personalities gives the company a wider perception which allows different ideas to be shared. Unique points of view allows the workforce to serve wider markets, explore new ideas, and improve the outlook of the company. Diverse personalities promotes acceptance. Acceptance encourages employees to do their best work which in turn lead to higher performance. The various personalities is important in inspiring creativity and innovation. Diversity gives an organization access to a greater range of talent, not just the talent that belongs to a particular world-view or ethnicity or some other restricting definition. Diverse personalities help to provide insight into the needs and motivations of all of clients or customer base, rather than just a small part of it.
The concept of “Organisational Culture” taught in Lesson 7 left the deepest impression on me, as I sought to ponder and apply this concept in the context of the Singapore Armed Forces (SAF), specifically the Army. The key question that arose was whether there is a uniform culture in the Army. If so, what is important about the presence of such a culture? As I sought to clarify these questions, a related concept of leadership came into mind. Undeniably, the leadership of an organisation would form and develop, or even change the foundation of its values and cultural norms. These values, assumptions and norms can then shape an organisation’s culture. According to Colins and Porras, leaders need to adopt a firm belief that some things should never change (Collins & Porras, 2011). Some things such as the SAF core values and beliefs ought to remain unchanged as alterations could potentially lead to destabilisation. Using my experience while serving as an Officer in Command (OC) and the observations of my Divisional Commander, BG Lam Shui Tong; I would explain how leadership is able to shape the organisation’s value systems, and in the process align the followers to its mission statement, purpose and values. As an OC, I was in charge of a ‘support’ company of 150 men from different walks of lives, and my duty was to train them to become operationally ready soldiers. To align everyone with SAF’s mission statement, I consciously inculcated the message of ‘Always (being) Ready and Expect the Unexpected’ into my men. I also made it a point to ensure that I am a positive role model who ‘walks the talk’ and to facilitate their internalising of this core value. Over time, it was observed that my men were more self-motivated and strived to become more competent. At the higher level, I observed the same dynamics at work. My Divisional Commander, BG Lam, believed strongly in a culture of fitness. He held the belief that physical fitness activities can bond people and build their character. To instil this culture of fitness within the organisation, events such as “Olympics Challenge”, Friendship runs, Frisbee and cycling were organised. As a leader who ‘walks the talk’, he would personally conduct physical training for the division on Mondays and for all NS units during their In Camp Training. On Wednesdays and Fridays, he would play Frisbee and cycle with his men. Over time, everyone began to appreciate the greater sense of camaraderie, as well as improved fitness levels. These two examples demonstrated that a leader’s actions can influence and impact organisational culture. When the individuals within the organisation are influenced with the organisation’s culture, they become more committed and aligned with the organisation’s shared values and vision. Task 2: State the appointment that you are likely to be posted to after CSC. Analyse and describe key aspects of the leadership context of the appointment that you will face, using the circle from SAF Leadership Framework and concepts you learnt from lesson 6-9. After CSC, I will have the opportunity to command a NS Infantry Battalion (IB). As a NS CO, I am responsible for NSmen who will come under my charge. These NSmen are soldiers who have completed the 2 years of national service and my core responsibility is to ensure that they continue to be competent, and are operationally ready.>