Dominant culture within an organization typically demonstrates the core value and/or the vision of the operation (Baack, 2012). Â Baack (2012) states that a strong dominant culture is not necessarily a bad thing, but can highlight the majority values of that organization. Â As a dominant culture presides as the face of an organization, a subculture, of a group slightly differentiated from the norm, can appear. As Baack (2012) states this is also not a bad thing.Â
The dominant culture that exists within my aviation-based organization is one of â€œcookie-cutterâ€ tactics. Â That being said, the majority of the training employees will duplicate and replicate exactly what the Federal Aviation Administration (FAA) has laid out. Â There does exist a subculture within our training employees that see fit to always try and â€œout-thinkâ€ what has been laid in front of them for a plan of action. Â Some would look at this culturally and say that these individuals are being unruly or are bucking the system. I chose to look at this as an opportunity to look at a situation through someone elseâ€™s perspective. Â So many times, an individual from this subculture, has found a flaw or a more efficient way of completing a task that we would have never identified if they had not been in that subset mentality.Â As a general rule I never dismiss an idea from the less dominant group and without being a pessimist I always try to look at anything that comes from that group as a blessing and I treat it as such.Â These individuals realize that they are not the dominant group and if we treat their ideas and feelings with respect I have found that as a general rule, they have been more productive and easier to communicate with.
Baack, D. (2017). Organizational behavior (2nd ed.). Retrieved from https://ashford.content.edu
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