Organizational Behavior and Communication
Com 530
January 13, 2012

Organizational Behavior and Communication The United States Army focused on personnel, training, technology, and leadership or this entire combine for the success of the Army in both peace and war.
One of the important variables is culture; military culture of army personality, values, or way of thinking. Culture within the Army is widely diverse with the varieties of gender, religious background, races, or whether they are or will be active or reserve duty. As new people enter the Army, then they have to deal with external adaption and integrate them into the Army’s way of life and beliefs. New members are then taught to perceive and feel the same in the Army. The servicemen are taught limited use of forces in war at all possible, effects of military growth on units, insubordination causes, and innovation in the military, learning abilities impact within the organizations, leadership development, and potential conflicts on reconstruction teams. The Army has to be able to move large formation of servicemen safely on the battlefield, so there is a need to have critical control and command. Cultures
The Army has the traditional approach where they have a higher up command (hierarchy) to direct and enforce policies, procedures, and process to fit the Army culture. Then the soldiers (clan culture) have more flexibility but less focus on control and structure. They are driven to shared goals, vision, and outcomes and outputs. The (market culture) is where the soldiers look outward to seek control but to get results and competitive. They also have some independence and flexibility (adhocracy culture) driven by external climate changing by forming teams to face new challenges.
Subordinate activities of different cultures of the military are Artifacts. Norms and values, and Assumption