can be responsible for things that might affect the organization internally and
externally. Corporate Social Responsibility (CSR) is a processed evaluation
that initially helps companies analyze and understand their responsibility to
the society, customers, the environment and employees of their organization.
The US Army is a large organization with approximately 460,000 active duty
members (2017 Index of U.S. Military
In this “CSR Brief” summary, the Army’s culture and characteristics that have shaped
the Army will be summarized. Additionally, a summary on how the Army has become
a learning organization, and explain how the Army’s culture and learning
organizational abilities support the government function will be shown.
External or internal sources easily afflict any business,
corporation, or government body. The U.S. Army has grown in size since their
inception on 14 June 1775, today it is one of the world’s strongest due to the
organization skills and the ability to adapt to change from not only a war aspect
but the willingness to stand firm. As soon as the topic of business is
brought up, the U.S. Army has a habit of not being included. On the contrary, it
is a business just as much as Target or Apple. The procurement of money is
crucial and spending money is the cost of doing business. There are employees
both government and civilian, just as there is in any conventional business.
The organizational learning (OL) definition as attached to the U.S. Army focuses
on altering behaviors by changing the way people resolve problems and address
opportunities (Cummings & Worley, 2015, Chapter 19). “As a subset of
culture, the strategic culture of the United States requires study so we can
understand its influences on innovation and adaptation in the U.S. Army, and
try to manage those that adversely affect the institution’s ongoing transformation”
(Kamara, 2015, para).
To illustrate organization developments and
structures; it emphasizes how learning is implanted in structures, customs,
guidelines, and organization cultures of the two viewpoints that group learning
as a relative concept. Soldiers do learn in organizations but that learning may
or may not contribute to OL (Kamara, 2015). Military variation or change is reached
through modernization and revision. In the U.S. Army change happens when new or
existing technological innovation unites with versions in the army’s org
structure, concept of war, and image of forthcoming battle or cultural
conflicts. military change also comes in the goals, genuine tactics, and the
structure of the U.S. Army organization. change comes as a series of definitive
alterations over a period of time (Kamara, 2015).
Culture in the U.S. Army is an intangible
peculiarity which effects its atmosphere. If people do not understand the
process of these forces, it is inevitable to become prey to the same forces. As
a subdivision of philosophy, the calculated principles of military needs study
to better understand its effects on modernization and variation in the Army.
The ingrained social norms and training that has been indoctrinated into the
military makes some changes more difficult than others. For example, the repeal
of the do not ask do not tell regulation, when gay people were not allowed to
openly serve in the military. Now allowed, but this decision was meet with
extremes from both sides of the opinion poll. Another rough patch for the
military was allowing women to serve in a combat role when before the
regulation change women were not allowed on the front line. Thanks to the U.S.
Army being adaptive which is one of their principals of learning, along with
using OL change can be fast and effective even when faced against the toughest
how a business such as the U.S. Army works is key to understand how change can
happen, but this is only half of the puzzle, OL is the core of how change
happens in such a large entity like the military. Much of the time change will
be difficult and knowing the tools to work with will make any job easier.