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COM 110 UC Davis Ideology Behind the Film Supercop Report

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Grand Canyon University Wk 2 Operational and Cultural Components Discussions

I have two discussion and will need two replies completed for each discussion for my classmates.  I will send you my classmates discussion once you have completed the originally discsuoksn.
All discussions and replies must be 3-4 Paragraphs and Apa format.
Discussion 1: Operational and Cultural Components of an Organization
For this Discussion, you will explore components associated with the establishment of organizational cultures. You will distinguish between operational components within an organization and cultural components within an organization. You will also evaluate how each component positively or negatively affects the organization as well as to what extent each component affects the organization.
To prepare for this Discussion, pay particular attention to the following Learning Resources:
Schein, E. H. (2009). The corporate culture survival guide. San Francisco, CA: Jossey-Bass.  Chapter 4, “Deeper Assumptions”
Chapter 5, “When and How to Assess Your Culture”
Schein, E. (2016). Edgar Schein explains culture fundamentals. Retrieved from
Lacoma, T. (2017). The key elements of business success from an operating perspective. Small Business Chronicle. Retrieved from
By Day 3
Post a cohesive response based on your analysis of the Learning Resources and your professional experience. In your post you should:
Delineate the operational components and the cultural components of the organization.
Evaluate how these components positively and/or negatively affect an organization. 
Assess which operational components (e.g. budgets, training, professional resources) affect the operation the most and the least (be sure to include your rationale). 
Assess which cultural components (e.g. vision, communication, interpersonal relationships between departments) affect the organization the most and the least be sure to include your rationale).
Evaluate how cultural and operational components of an organization can impact your own leadership effectiveness.
Be sure to support your ideas by connecting them to the week’s Learning Resources, as well as other credible resources you have read; or what you have observed and experienced.
General Guidance: Your original post, due by Day 3, will typically be 3 or 4 paragraphs in length, as a general expectation/estimate. Refer to the Week 2 Discussion 1 Rubric for grading elements and criteria. Your Instructor will use the rubric to assess your work.
Read a selection of your colleagues’ postings.
By Day 5
Respond to at least two of your colleagues’ postings in one or more of the following ways:
Share an insight about what you learned about the influences of operational and cultural components within an organization from having read your colleagues’ postings and discuss how and why your colleague’s posting resonated with you professionally and personally. 
Seek additional clarity or ask your colleague a question, with accompanying context that will help your colleague to think more critically or broadly about operational and cultural components of an organization.
Offer an example, from your experience or observation, which validates or differs from what your colleague discussed and explain why. 
Offer specific suggestions about how you would apply what your colleagues share to build leadership skills within an organizational culture.
Offer further assessment of how what your colleague posted could impact a leader’s effectiveness within an organizational culture.
Share how something your colleague discussed related to operational and cultural components of organizational culture changed the way you think about your own leadership qualities and effectiveness.
Discussion 2: Case Example Assessments
Select one of the case examples below and describe the operational and cultural components within the environment. Explain why you think the environment is positive or negative. Use your professional experience, resources from the activities, and outside academic research to defend your position.To prepare for this Discussion, pay particular attention to the following Learning Resources:
Schein, E. H. (2009). The corporate culture survival guide. San Francisco, CA: Jossey-Bass. 
Case Example 5.1: AMOCO Engineering (pp. 87–96)
Case Example 5.2: The Delta” Sales Organization (pp. 96–99)
Case Example 5.3: Naval Research Labs (pp. 99–102)
discussion replies: Caroline Lopez RE: Discussion 1 – Week 2COLLAPSEHi Class:Operational components focus on resources and the management of these within an organization. Artifacts and espoused values can be defined as part of the operational components. Time management, planning, and allocating resources form part of operational components. Cultural components involve the relationship between workers, popular beliefs, and ideologies. Things that have been made a norm within the organization.  Operational components: This involves the allocation and management of resources. Many times, organizations allocate resources, and this decreases productivity. Schein (2016) gives an example of how chemists and engineers work. He explained that chemists tend to do much individual work due to its complexity. However, engineers tend to fool around more and work in groups due to all the available tools and resources. Both occupations have time-management challenges. One has little time, and the other has too many. We must use a road map plan to fix time management and resource allocations in these cases.Cultural components:  A challenging element of culture is providing uncontrollable solutions to a problem, in other words, issues that become a popular belief. Schein (2009) gives an example of a machine that stops working. The tech kicks the machine, and then this equipment coincidentally starts working. Now, this tech thinks this is the correct way to fix the machine. He then passes on this information, and now we have tech kicking the machinery to fix it because “it works.” These are now issues out of our control because it is now popular belief.  Operational components are essential to any organization. Some may be relatively more important than others. I believe professional resources are one of the most critical components. We cannot do the work necessary to earn revenue without our employees. Allocating talent necessary resources to the talent is also very important. Managing and grouping employees to do the necessary task in the necessary time is critical to running a successful business. For me, all operational components have a value, and difficult to place which one affects the company the least. If I had to pick one, I would say travel budgets. There is no need to travel for a meeting or training in this current world. We can do it all virtually and drastically reduce all the travel costs. Cultural components are essential for any successful organization. The most critical component is having a set culture and values and promoting them. Being true to our values and demonstrating this makes our customers trust the brand and us. Communication is also a significant factor within the organization. Having excellent communication around the company and with our customers and suppliers can help us succeed. If I had to say, the least important part of cultural components would be the “unwritten rules” that some employees follow. For example, we are not filling a form because everyone does it that way. Doing these types of practices can hurt a company in the long run. Cultural and operations components can impact my leadership skills. Understanding these components and their purpose can help me lead successfully. Operational components can help me be productive and effectively utilize my resources. It can also help me lead with confidence. Operational components can help me plan, budget, and keep tasks rolling on time. Cultural components can help me represent my company and follow its culture and values. It can also help me be more involved with my followers, find shared values we share, and bond in different ways. Utilizing both components will help me be a successful leader and help the organization grow. References:Schein, E. H. (2009). The corporate culture survival guide. San Francisco, CA: Jossey-Bass. Schein, E. (2016). Edgar Schein explains culture fundamentals. Retrieved from Lacoma, T. (2017). The key elements of business success from an operating perspective. Small Business Chronicle. Retrieved from——————————————————Amoy Gaynor RE: Discussion 1 – Week 2 – Initial post Amoy GaynorCOLLAPSEOperational and Cultural Components of an OrganizationThe famous phrase “the chain is as strong as its weakest link” is entirely appropriate when we consider the operations of any organization. Effecting operational parts is not simply about establishing departments and outfitting them with human resources and other types of resources; how they interact and the interrelatedness and interdependency keep the ship afloat. Against this background, Schein (2016) posits that it is a mistake to undervalue the impact that the varying components of the organization have on its success and sustainability. Both statements may seem contrary; however, anyone can establish an enterprise outfit its space, and appoint human resources to serve once they have the capital to do so. There are, however, some essential elements that must be considered in ensuring a smooth operation. According to Browne (2019), “Business operations is an emerging field that serves to fill in the gaps between the processes and responsibilities of operating a business. Operations include many moving parts, from personnel to physical equipment, to goals.”  Some operational components may include but are not limited to: Planning, Recruiting, Managing Communication, Management of resources, establishing and enforcing rules and regulations, to name a few. Notwithstanding, as roles become more and more specialized within a company, there needs to be a strong backbone of company values, road mapping, and management of day-to-day business activities that fosters and enables a culture of relevance and sustainability in these agile business environments.Culture is predicated on these operational components as culture is developed based on established practices and norms. The precedence that leaders allow to take root in an organization “good” or “bad” is what dictates the culture of the organization. So, as we consider the operational components we will realize that they lend themselves to the first two tiers of the levels of culture; artifacts and espoused values (Schein & Schein, 2019). The idea of culture practiced by constituents is “socio-technical” (Schein & Schein, 2019). According to Schein & Schein (2019): “…the extent to which management norms oscillates between (1) emphasizing the central importance of technical practices in the organization’s effort to balance optimization and growth, (2) emphasizing social practices, and (3) realizing how much the socio-technical system may be driven far more by subcultural practices than overall corporate culture.”Schein & Schein (2019) posits that the components of culture go beyond social culture, which is based on some aspects of human behavior and relations inside the organization. The language, group identities, boundaries, trust and openness, rewards and punishments, and authority are all part of the social system. The technical component of culture focuses on the nature of the work, mission, strategy, structure, and motivational systems. The Macro component of culture on the other hand accounts for the historical and global context of culture, environmental context, reality, truth and spirituality, democracy, equity, propriety, and attitudes towards the unknowable and uncontrollable.As leaders, the stance that we take in managing our technical and social integration issues has a direct correlation with broader assumptions that must be taken into consideration because organizations exist in a larger macro-culture that gets tinier daily. Awareness is therefore paramount for responsiveness and change. ReferenceBrowne, R. (July, 2019). What is a Business Operation? 5 Key Components. Learn Hub Retrieved from:, E. H. and Schein P. A. (2019). The corporate culture survival guide. John Wiley & Sons, Inc.Schein, E. (2016). Edgar Schein explains culture fundamentals. Retrieved from:
responses to discuss 2all replies should be at least 3 paragraphs Maria Helwig RE: Discussion 2 – Week 2COLLAPSECase ExampleI chose to review Case 5.2, The “Delta” Sales Organization. The operational and cultural components of the organization are outlined below:Operational Components: Continuing to over-perform in sales, adequate training, professional resources, development programs, communication structure, reliability and adaptability within the sales environment. Sales operations seem to be reliable and are able to meet the demands of their pharmaceutical clients. Cultural Components: There is high morale and dedication to the organization. The culture welcomes flexibility and openness in communication which allows for collaboration. There is a strong family feel and everyone is referred to on a first-name basis. It is a people-oriented culture which entails flexibility and discipline to do a great job. Lastly, there are both individual and group incentive programs. The way Edgar Schein outlines the case, it appears that the environment is a positive one.  The consultant had a chance to meet individually with top leaders to understand what the culture is in order to negate inhibitions to be honest. However, he met with groups at the lower levels to get their feelings on the current environment. This may have skewed the results if staff felt nervous about being honest.  At face value, without reading too much into how the decision was made to promote internally, it appears the culture is one that is supported by the sales teams, is positive, and the reason the company is so successful.The culture at Delta seems like it is the same type of culture my organization is trying to achieve, but struggling to obtain. When I started at my organization two years ago, they thoroughly went over the values and mission, and how we should conduct ourselves on a regular basis. This included greeting anyone you passed; employee, patient, client, etc.  We should always be looking up and be welcoming and engaging. The organization also touted the endless opportunities and ability to make a difference. However, as COVID-19 struck, the entire culture digressed. It does not seem open and flexible and ideas are met with a resounding “we can’t do that; the budget doesn’t allow.”  Hospital systems have taken a huge hit financially due to COVID as many optional surgeries and procedures continue to be put on hold. I hope when COVID has subsided to a flu-like virus, that we can regroup and reestablish the culture we once had. There was more collaboration and better communication structures in place, much like Delta, prior to the virus.The knowledge I have gained from the case will allow me to make better decisions as a leader if I should move to another organization. It seems the culture that the long-time executive created was one of respect.  He respected every employee enough to call everyone by their first name. He also allowed a flexible working environment that was collaborative. The culture he created resulted in tenured employees who were disciplined and dedicated to the organization, which made the sales team very profitable.  This same cultural model could be beneficial to implement in an organization I become a leader at; but only after first understanding the organization’s current culture.  I have learned through this case that it is good to get input first from current employees on what is and is not working, prior to completely changing their culture.ReferencesShein, E. H. (2009). The corporate culture survival guide. San Francisco, CA: Jossey-Bass.Kweshonte Mathews RE: Discussion 2 – Week 2COLLAPSEIn case example 5.2: The Delta sales organization, I have noticed operational and cultural components displayed within their environment.Cultural components:Communication allows room for much team collaborationComfortability and intimacy so that everyone feels comfortable and cared forThe organization really cares about its employees in the workplace.Operational components:The opportunity for professional development and resourcesSuccess in sales performancesCommunication that allows employees to be comfortable in adapting to their environment.Based on my analysis for this case example, it seems positive. One of the things that stood out to me was that corporate culture is the actual people. The people in that workplace carry the culture. Employee behaviors impact corporate culture. every organization has a different story that is unique and undeniably shapes the organization’s environment (Schein, 2009). When factors of an organization narrative are shared and executed over time, those factors become a significant part of the organization’s culture (Schein,2009). For example, we must always remember to celebrate employees of the companies milestones and success, this can also mean recognizing promoted employees or bringing in someone special to speak each year such as a ritual creates it. This can all shape corporate culture.The culture for this case example is a culture I would like to work for. I am in a transition currently, shifting to a new position at a new job, and based on what I have seen in the two hours I was there yesterday aligns with the Delta organization. Everyone seemed so supportive and there was so much success and statistics displayed proving their success. I intervened in the middle of a luncheon that was donated to all the leaders of the school from the fire department. I had also witnessed teachers getting groceries donated from the leadership team because of their hard work. Things like that promote a positive environment, bringing forth cultural and operational goals built on the backbone of the companies mission and values.From this case study, I have learned to be mindful of the decisions I make as I step into this leadership role as it could affect the culture in the environment. I want to open the floor of communication and collaboration on an intimate level so that my team members are comfortable coming to me when they need guidance and so that they understand my intentions and my approach as it is always gentle. I also want to consider always being flexible to everyone’s needs so that everyone can function on one accord.ReferencesShein, E. H. (2009). The corporate culture survival guide. San Francisco, CA: Jossey-Bass.


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