Read the case study and answer the questions that foltow How Leaders Contribute to Creating Organizalienal Culture, Particularly with a Global or Hybrid Workforea rete that leaders and managers have in creating it. Why don the recipes for successfully ininowating in one comcan transfer to another? How can one organization manage to reinvent itseit, but another Gan't? What explsins 17 altractiveness of working al certain corporations over others? The difference is culture, and shaping organizational culture is a growing area of altention for leaders and crgarizatio Fundamentally, culture is about the meaning people make of the world and their companies. One of our farourite eramn of the unspoken pervasiveness of organizational culture goes something like this. Once upon a firne, there was a comp where middle management worked on the third floor, and senior executives workad on the fourth floce. The carpet was on the fourth floor, and the chairs and offices were bigger, too . you get the picture. One dar, the middle mariagers h meet on the fourth floor because their own meeting room wasn' I available. The overnight staff switched the iururious in the senior management room with chairs from the third floor. Nobody told them to do so, but culture demanded thi sat in the "night" chair. Organizational culture is the collection of habits and beliefs of how things "ought' to be Anytir hear the words, that's just how things are done around here, that's culture. So, what does this show ws acout s organizational culture? 5 Ways Senior Leaders Are Shaping Organizational Culture Every Day While leaders cannot fully control a complex entity like culture, you can do your part to shape L. We have other ins recommendations on changing organizational culture to be more interdependent, but at a high level., here s how leaders can contribute to shaping organizational culture. It starts with simply reinforcing the behariours an elements of which you would like to see more: 1. Sense the culture. Wak around with a mental video-recorder and observe the current culture. There are assessments to give you a culture; see if you can identify your organization's culture. Do this on a continuous basis, not once a year workshop. 2. Contribule to the conversation about culture. Do your part to contribute to the conversation about what the company's culture is, and what it should elements of our current culture are helping us, and what elements are hindering us? Create a sense of psyct at work to enable people to candidly discuss this with one another. 3. Model the desired culture in your own behaviour and actions. Start by showing the desired culture in big and small ways. What you say is important, but what you do r efforts at transforming your organization to be successful, ehange starts at the top - shaping orga requires a willingness to change yourself. 4. Dampen the elements of the culture that hinder growth. A powerful way to reduce unwanted cultural elements is to ignore them and not dignify them with attenti. the trick, don't be afraid to call out problematic behaviours or actively and openly oppose them. 5. Strengthen the elements of the culture that promote growth. Contrarity, acknowledge and celebrate wanted cultural elements. Give at least postive feectoack and praise, or sven better give your support in terms of influence, contacts, of resources. Reinforce whatever promotes growth, and work on aligrinch your leadership, cullure, and business strategy for optimal results. Dale Acoessed 22nd December 2022) Question 1 Using an example of your own, examine the views that leaders use to shape organisational cutture in the context of case study. Question 2 Examine organisational culture by making reference to the THREE fundamental levels in which it manitests iselfi. Question 3 Critically discuss the role of formal education as a determinant of national culture using South Africa as a model. Nor must do research on education in general in South Africa and integrate with your answer)