Organizational Behavior Name Institution   Organizational Behavior Prompt 5A The aphorism “culture eats strategy for breakfast” implies that a single ideology cannot achieve an organization’s success without being supported by key strategies. Thus, organizational leaders have to maintain cultural coherence across all departments, particularly in determining corporate strategy. Strategy, capabilities, and culture need to beRead more about We can work on Organizational Behavior Name Institution   Organizational Behavior Prompt 5A The aphorism “culture eats strategy for breakfast” implies that a single ideology cannot achieve an organization’s success without being supported by key strategies. Thus, organizational leaders have to maintain cultural coherence across all departments, particularly in determining corporate strategy. Strategy, capabilities, and culture need to be aligned for best results (Riccucci, 2014). All teams need to be engaged in every activity to promote positive organizational behavior. In an organization, I would use this thinking to encourage better working strategies that engage all subordinates in across all organizations portfolios. I would also use culture when drafting an organizational strategy. Consequently, maintaining cultural coherence in the organization succeeds when leaders incorporate capabilities, knowledge, and strategies effectively. Prompt 5B Setting goals to direct organizational performance is a sign that the organization has a definite target to achieve. One of the attributes of goals is that they serve as a direct function since they direct attention and effort towards the achievement of the organization’s activities. The second aspect of goals is that they have an energizing function (Locke, & Latham, 2002). Great or high goals lead to more exceptional achievements than small goals. When the leader sets top targets, which may seem unachievable, more significant efforts are channeled towards their, unlike when low goals are set (Locke, & Latham, 2002). When a team has more significant targets to achieve, they have higher self-efficacy than those working towards a lower target. The third attribute is that goals affect persistence as continuous success inspires people to work for higher achievement after achievement of tasks at hand. The last quality is that goals affect action indirectly by enhancing arousal, discovery, and leading to task recovery by directing essential knowledge and strategies. In the organization, I would use goals more effectively by inviting the subordinates to take part in the goal-setting exercise. By making employees set goals will motivate them to work towards achieving the specific goals as they would feel appreciated and recognized. This theory will also make other subordinates to own the goals hence embrace efficacy and persistence in achieving them. Goals can be used to promote collaborative behavior in the workplace (Locke, & Latham, 2002). Consequently, goal setting and implementation strategies that positively impact organizational culture. During my internship program at Scripps Health in the HR Department, I was involved in a goal setting activity. The CEO organization welcomed all the subordinates to contribute to the process. The experience helped me to develop an insight over the importance of having inclusive leadership as it helps in motivating employees and other stakeholders to work towards the same goals.   References Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American psychologist, 57(9), 705. Riccucci, N. M. (2014). Leadership and the transformation of a major institution: Charles Rossotti and the Internal Revenue Service. In Serving the Public Interest: Profiles of Successful and Innovative Public Servants (pp. 24-35). Routledge.[…]