Edgar Schein is one of the most respected authorities on organizational culture and actually claims that the most

important thing leaders do is create and manage culture. What opportunities have you had to change or shape the culture of an organization for which you have worked? What obstacles did you encounter and how might you have been able to overcome those obstacles? Please provide at least three sources to support your answers as you speak to the concepts related to organizational culture and leadership tactics.

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Organizational Culture and Leadership Tactics
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It has been established that one of the main objectives of establishing high performing and productive culture is leadership (Hatch &Cunliffe, 2013). Good leadership according to Schein (2010) is the driving culture of any organizational productivity. According to management analysts, the ability to anticipate organizational goals and objectives are good ways of establishing a productive organization. As a product development manager in my last career in Riyad Bank, I have had multiple chances to change as well shape the organization that I have been working for. A good manager must be able to oversee and overcome challenges that may abhor organizational production. Employees determine organizational production (Schein, 2010). As a department manager, this is one statement that has given ultimate advantage of establishing and changing the departments productivity. For a long time, it has been claimed that happy employee is a productive employee. Based on this, I had the opportunity to change the Department's culture by encouraging employee compensation which increases organizational productivity.

Organizational discrimination is a major phenomenon (Heskett, 2012). The opportunity to change organization discrimination culture was another chance that I had for the organization that I have been working for a long time. I had to make sure that gender parity and equal opportunities for everyone. As there is nothing as humiliating as discrimination and the ability to ensure that the culture was a non-discriminatory zone was a noble opportunity that I have I experienced. There is an old saying that articulates employees are supposed to be seen and not be heard. This according to socio-psychologists, this is an absolute discrimination. While trying to overcome and ensure discrimination was not part of the companys culture, other people kept on saying that employees are not supposed to be treated the same way as management (Heskett, 2012). I overcame these obstacles by appealing and making others see the significance of good relationship between managers and employees as well as by urging other decision makers to see the advantage of compensation processes which they later came to agree.

References Hatch, M. J., &Cunliffe, A. L. (2013). Organization theory: Modern, symbolic, and postmodern perspectives. Heskett, J. L. (2012). The culture cycle: How to shape the unseen force that transforms performance. Upper Saddle River: FT Press. Schein, E. H. (2010). Organizational culture and leadership. San Francisco: Jossey-Bass.

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Organizational Culture and Leadership

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According to Edgar H. Schein(2004) Culture is both a dynamic phenomenon that surrounds us at all times, being constantly enacted and created by our interactions with others and shaped by leadership behavior, and a set of structures, routines, rules, and norms that guide and constrain behavior . When leader build culture for the organization and even down to groups within the organization, it can be seen clearly how culture constrains, stabilizes, and provides structure and meaning to the group members. Creation processes of culture are depend on leadership in order to build a perfect culture. (Schein, 2004) The culture must be analyzed and understood, and that the founder/owners must have sufficient insight into their own culture to make an intelligent transition process possible. (Schein, 1983)

The foundation of culture is a cultural leader who is able to articulate the beliefs and values, and who plays a major role in orchestrating the artefacts that will describe the culture. CEOs/presidents have even greater importance within smaller organizations due to their visibility. However, in order to be effective in transforming an organizational culture, the leader must be perceived as credible by organizational members. Kouzes and Posner (1993) describe four attributes of credibility that leaders must earn from their constituents. That is, followers determine whether or not a leader has credibility by judging the four attributes of: (1) honesty, (2)competence, (3) inspiration, and (4) vision. (ARMENAKIS, BROWN, & MEHTA, 2011) Reference ARMENAKIS, A., BROWN, S., & MEHTA, A. (2011). Organizational Culture: Assessment and Transformation. Journal of Change Management, 305-328. Schein, E. H. (1983). The Role of the Founder in Creating Organizational Culture. Organizational Dynamics, 13-28. Schein, E. H. (2004). Organizational Culture and Leadership. Jossey-Bass. Kouzes, J. and Posner, B. (1993) Credibility: How Leaders Gain and Lose It, Why People Demand It (San Francisco, CA: Jossey-Bass).

Previously, the performance evaluation of employees depended upon the feedback of their immediate seniors or bosses only. For this reason, employees used to complain about unfair feedback and unfair remarks in annual reports. I introduced the concept of 360 evaluation in my workplace which ensured that the feedback about any person is gathered from more than one sources, rather than from a single source. This idea was resisted by managers of some departments but gained popularity with the employees and was approved as the policy of the company. The implementation of 360 evaluation changed the culture of the organization and manager became careful in dealing their sub-ordinates since their feedback had become dependent on their sub-ordinates as well.