Description
This week’s Discussion Board assignment has two parts. Part 1 should be ~500-700 words in length and should be completed no later than 5pm on Thursday of Week 3. Part 2 should be ~100-150 words in length per response post and must be posted by the final deadline of 11:59pm on Saturday of Week 3.
Part 1: For this week, you will view two documentaries and read one autobiographical essay and one scholarly essay that recount the Indian boarding school experiment in the United States and explain its intergenerational consequences. Building on the argumentative techniques that you read about in The Norton Field Guide to Writing, compose a 500-700 word argument in response to the following question:
What were the consequences of the Indian boarding school experiment for those who attended parochial and/or government-run schools? How and in what way did this cultural experiment affect both individuals and tribal culture? Please cite from this week's readings and documentaries as evidence to support your case.
Structure:
Your primary post should include an introduction that introduces the topic and ends with a clearly worded, 1-2 sentence thesis statement. Each supporting paragraph (there should be at least 3) should begin with a strong topic sentence and should incorporate evidence, including direct quotations from the short stories as needed to support your argument. Direct quotations should be incorporated using the quotation sandwich method and proper MLA in-text citations. The post should also contain a strong conclusion
Explanation & Answer
Attached.
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Discussion Post
Student’s Name
Institution
Course Name/ Course Number
Instructor
Date
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Discussion Post
The taken-for-granted underlying basic assumptions is a cultural level perpetuates a
deeply embedded culture within an organization. Such assumptions can be invisible, but they
determine many of the daily activities within an organization. In other words, they are similar to
the organizational DNA in that they determine the values and beliefs that influence an
organization’s cultural development. The basic assumptions could arise organically because of
previous patterns of success that become ingrained into the organizational subconscious, thereby
subtly influencing organizational behavior (Schein, 2017). Business leaders should ensure that
they guide their employees in determining and understanding shared assumptions to address
external and internal challenges affecting an organization. Shared assumptions can create
organizational meaning and stability. They could lead to increased job satisfaction and low
turnover rates in organizations because employees identify with the culture, have their identity
rooted in it, and gladly align their personal goals with those of the organization. Furthermore,
favorable shared assumptions could lead to better teamwork and collaborative experiences
because of camaraderie and rapport among employees.
Shared assumptions have practical utility in the workplace if business leaders and teams
understand how to identify and mold them towards specific strategic goals. As I was working for
my previous organization as a store supervisor, I learned that using critical thinking and analysis;
I could understand how assumptions arose in the organization. Consequently, additional insights
into the assumptions underlying the behavior of the employees could help me develop
managerial strategies that improve overall outcomes in my department. A strange thing happened
during my onboarding experience when I started work at the company that demonstrated the
importance of understanding how basic assumptions develop over time. As I entered the
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manager’s office on my first day, he told me, “Today, you will be supervising yourself.” Before I
could ask why the manager had such a weird request, he waved me off to my office. For a few
minutes, I sat at my desk and tried to figure out why the supervisor would need to supervise
himself. After half a day of puzzling at the problem, the manager called me back to the office
and asked how I was doing at my new job. To which I replied, “not very well.” He gave me the
most honest smile and replied that no one could supervise himself, so I passed the onboarding
process. I later learned that it was an inside joke at the store played on new supervisors. All the
staff members were in on the joke. It broke the ice and created a workplace environment in
which I did not feel that the lower level employees considered me an enemy because of the
overarching authority my job gave me.
My experience from the onboarding process at the store demonstrated how basic
assumptions could improve outcomes in workplace r...
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