-400 words minimum
-3 peer reviewed sources (within the last 5 years)
-1 biblical integration
– respond to the student below
Chapter 10: Do you think it is possible for an outsider to accurately discern the underlying cultural values of an organization by analyzing symbols, ceremonies, dress, or other observable aspects of culture compared to an insider with several years of work experience? Select a percentage (e.g., 10%, 70%, etc.) and explain your reasoning.
The organization’s cultural values are essential components for long-term success.
According to Daft (2021), the cultural values of an organization encompass guiding beliefs, a set of values, and understandings shared by members of a firm. In addition, the firm’s cultural values are taught to new members as the foundation to think, behave and feel. As a result, organizational culture is not only intangible but also informal and social behavior of the company that is reflected through internal operations and interactions with external stakeholders. While employees may have diverse social backgrounds, experiences, and education, organizational culture binds and shapes everyone across the organization. Furthermore, corporate cultural values can be expressed in the manner in which the organization conducts operations, treats the workforce, customers, and the larger community. Organizational cultural values are also depicted through employee commitment towards shared objectives, information flow through hierarchies, and decision-making freedom.
Organizational culture is viewed in two categories, including underlying and observable (Daft, 2021). An outsider can analyze organizational symbols, dress code, physical setting, ceremonies, behavior, and stories at the observable level to understand corporate values. Additionally, the external manifestation of the organization’s cultural values can be heard or seen. Normally, slogans, artifacts, and logos are used to depict a firm’s values to outsiders. However, at the observable level, the accuracy of an outsider’s analysis is limited to about 30% understanding of the underlying cultural values of the organization. Ideally, with good observation skills, an outsider can comprehend a considerable understanding of underlying cultural values (Daft, 2021).
Moreover, visiting the organization allows the outsider to examine workplace setting, power relationships, management, and employee behavior. Observable behaviors are a reflection of underlying organizational culture.
In contrast, an outsider can gain an accurate understanding of the underlying values of an organization provided there is available information. Specifically, an outsider can depend on inside sources to get the right information. Essentially, employees act as insiders with reliable and detailed information. This means that an outsider can get 90% accurate discernment of the underlying cultural values of the organization. As a result, the outsider can use experienced employees working for the organization for a long time to get first-hand information about an accurate understanding of the firm’s underlying cultural values. In addition, experienced employees are reliable sources to get underlying cultural values because they help in shaping the very core organizational values (Daft, 2021).
Outsiders can collect detailed information about an organization with a few keystrokes with technological development. The internet can allow outsiders to find and interpret the cultural values of an organization using observable artifacts such as vision, mission, logos, and organizational structure. Nonetheless, an outsider can only gain roughly 40% of the organization’s underlying cultural values.
Chapter 11: A noted organization theorist once said, “Pressure for change originates in the environment. Pressure for stability originates within the organization.” Do you agree?
I agree with this statement because the business environment is rapidly changing, which compels organizations to adopt new ways and strategies to remain competitive. This statement also reflects the impact of external changes on an organization. Since an organization cannot respond to environmental changes, it can accommodate them to survive in a
Besides economic factors, natural disasters and man-made disasters force organizations to make radical changes. Therefore, Pressure for change originates from the environment that makes organizations initiate change. Moreover, change occurs when an organization’s environment is disrupted. Changes in an organization’s environment include economic, technological, political, and socio-cultural factors (Fløvik, Knardahl & Christensen, 2019). Therefore, organizations that fail to adjust to the ever-changing environment could lose competitive advantage. Equally, Casper and Sundin E. (2021) argue that the auto market is changing due to environmental sustainability by manufacturing electric cars. This will reduce reliance on oil and eventually promote environmental sustainability.
Current environmental factors are more common in an organization’s environment than before and require managers to adapt to change. In addition, Pressure for change has contributed to adjusting three management areas, including technical, cultural, and political areas (Singh, 2018). The technical area involves Pressure from economic and technological factors. On the other hand, the political area is brought about by Pressure from resource allocation and power influence. Moreover, cultural Pressure results from people’s values as well as beliefs. Due to the environmental changes, organizations should adapt to technical, political, and cultural Pressure to survive and remain competitive. I also agree that Pressure for stability originates within an organization. Managers create Pressure within an organization for stability reasons. As a result of Pressure for change in the environment, they contribute to new threats. Therefore, managers have to ensure the organization’s stability by recognizing opportunities and seeking solutions. In particular, changes in technology, organizational structure, and culture provide managers with a platform to find strategies for maintaining stability.
Chapter 12: If managers frequently use experience and intuition to make complex, non-programmed decisions, how do they apply evidence-based management (which seems to suggest that managers should rely on facts and data)?
Non-programmed decisions are not only poorly designed but also uncertain solutions. Even though managers could use experience and intuition to make complex, non-programmed decisions, this form of decision-making does not involve evidence-based management (EBM). Guo et al. (2019) found that EBM is a best practice for decision-making using the best available research, organizational data, professional experience/judgment, stakeholder values, and concerns. Therefore, the use of EBM enables managers to use the best available research findings, experience, and organizational data for management purposes.
In some cases, especially when faced with time, managers use intuition and experience to make decisions. This should not be the case in an organization, irrespective of time constraints; managers should seek information from others who have experience. There is no manager with all the required information to make decisions. This implies that good decision-making relies on collaborating with others and information sharing. Using available resources can allow managers to use EBM to make complex, non-judgmental decisions and achieve reliable outcomes.
Consequently, information sharing is similar to EBM since the organization can utilize available findings and organizational data. Therefore, managers should rely on EBM to make decisions rather than intuitions. EBM allows managers to make logical decisions based on facts and data (Daft, 2021). On the other hand, intuitive decision-making is judgmental, lacks explicit reasoning, and is costly.
Chapter 13: In a rapidly changing organization, are decisions more likely to be made using the rational or political model of organization?
While the rational model of organization is not fully attainable in the real business world, managers attempt to use it where necessary (Daft, 2021). Organizations adhere to a centralized structure in a rational model, while political models use a decentralized structure. A political model is used because it is ideal for making decisions in a rapidly changing organization. In addition, a political model outlines how firms operate. Research also demonstrates that decision-makers should possess political skills to influence through negotiation, manipulation, and persuasion to improve personal, organizational goals (Thompson, Buch, & Kuvaas, 2017).
Due to the uncertainty in the business environment and constant change, many organizations use political models to make decisions since rational models fail to align with current processes.
Thus, rational models are ideal for a stable business environment with well-defined goals and adequate resources.
Nevertheless, the political model would be suitable in a rapidly changing environment. In a nutshell, organizations that use a political model are often at loggerhead and debate which goals to achieve. Consequently, a rational model can minimize conflict by taking necessary measures before initiating changes. For example, Daft (2021) states that when goals are aligned, there is less differentiation, resources are adequate, and managers can use the rational model.
Again, planning for change by aligning departmental goals would allow the firm to reduce the use of the political model in favor of the rational model.
Biblical implications
The bible contains several lessons that guide Christians in their daily lives. For example, one of the biblical implications that should be addressed is corporate stability, as illustrated in Mark 3: 23 (NIV). This verse emphasizes how a divided house or organization cannot gain strategic value. In this respect, managers should promote unity within the organization rather than conflict that leads to organizational destruction. As such, to advance stability, managers should ensure all organization members have shared values and goals. Nonetheless, personal interests and differences can adversely affect organizational culture because they affect values contributing to failure.
Biblical Worldview
In developing organizational culture, managers should use biblical perspectives to guide their decisions for change. As outlined in Habakkuk 2:2, “write the vision
and make it plain on tablets” (NKJV). Thus, to enhance organizational efficiency, managers should explain vision, values, culture, and goals to every firm member. In essence, managers should write and communicate organizational vision in a manner that everyone understands and shares these attributes so that members work towards achieving the shared vision.
