2 DB Post Replies 450 words a piece !!! Look at the attached rubrics for details 3 References
Running Head: DISCUSSION BOARD 4 PART 1 1
Discussion Board #4 Part 1
Sarah Swift
1. Do you think it is possible for an outsider to accurately discern about the underlying cultural values of an organization by analyzing symbols, ceremonies, dress, or other observable aspects of culture in comparison to an insider with several years of work experience? Select a percentage (e.g., 10%, 70%, etc.) and explain your reasoning.
Yes, I do believe that as an outsider looking in at a company, they can gain an accurate understanding of the underlying values of culture if they were to judge based upon the observable aspects. Culture is described as “the set of values, norms, guiding beliefs, and understandings that is shared by members of an organization” (Daft, 2016, p 386). Beyond this understanding, organizational culture is displayed at two levels. The top level consists of observable behaviors and visible artifacts such as ceremonies, dress, stories, and behaviors while the bottom level resembles the underlying values of beliefs, assumptions, attitudes, and feelings (Daft,2016). It is the observable behaviors at the surface that can resemble the underlying values that a company may possess (Daft, 2016). This is why it’s possible for those looking from the outside in to be able to accurately depict the underlying cultural values of an organization.
Organizational culture is a strong force that guides the direction of the workplace. It is the culture within an organization that shapes the behaviors of employees and becomes a determinant of the company’s performance (Isopeskul, Shakina & Georgieva, 2016). A telling perception of the culture can be seen through the rites and ceremonies performed (Daft,2016). These are the planned activities that the organization puts on (Daft,2016). The stories that are shared amongst employees and the symbols used by the organization also can be used as identifiers as to what valued beliefs may be. Being that the behaviors and values that form organizational culture have such a dominant role in the ways of the business, it can be estimated as to what the underlying beliefs and attitudes are that may be directing these choices (Isopeskul, Shakina & Georgieva, 2016).
2. A noted organization theorist once said, "Pressure for change originates in the environment. Pressure for stability originates within the organization." Do you agree?
Yes, I do happen to agree with this statement. As Daft (2016) states, it is the environmental forces that bring about a need for organizational change (Daft,2016). Some of these environmental forces come through means of changes in technology, governmental regulations, changes in social preferences, and changing markets (Daft,2016). In modern times these environmental factors are even more prevalent than what they once were while also calling for a faster pace of change to adapt to. These forces that call for change can be categorized into the three management areas of technical, political, and cultural (Westover, 2010). The technical area refers to the pressures brought from changes in technology and economic conditions (Westover, 2010). The political area refers to pressures that come from “issues associated with power, influence, and the allocation of resources” (Westover, 2010, p 46). The final management area that brings pressure for change is cultural pressure which refers to the values or the beliefs that people may have (Westover, 2010). When these forces come upon an organization they must learn to adapt to the circumstances. Organizations must develop strategies that help them to be able to adapt to these pressures for change if they wish to survive and thrive as a business (Westover, 2010).
In contrast to this, managers within the organization do look to create pressure for stability. Managers tend to favor forming their daily operations within a predictable manner that is known well by them and those in the organization (Daft, 2016). Many managers feel that stability needs to be maintained in the midst of a changing environment as this bring familiarity. Some also believe that a organizations success does rest in a managers capability to stabilize the business after times of change (Westover, 2010). Those within the organization may stress the importance of stability with the mindset that it may reduce frequency of risk while the pressures that can force change are seen all around the outside walls of the organization.
3. 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)?
Though evidence- based management is a technique that encourages managers to rely on facts and data rather than their experience or intuition, this management technique can be seen in managers who continuously rely on their own intuition. Part of the definition of evidence- based management requires that managers make intelligent decisions while also being informed (Daft, 2016). In engaging their need to make decisions based more so on their experience and intuition, managers can use evidence-based management to examine themselves as an individual by check any bias they may have and choosing to be more thoughtful in their decision making. Managers can use this technique to allow themselves to review if their previous experiences may be applicable to the current situation or if it may not be of help. Of importance as well, managers use this technique when they have the mindset that wishes to continue to gain knowledge and learn from the experiences they encounter.
4. In a rapidly changing organization, are decisions more likely to be made using the rational or political model of organization?
In the midst of a rapidly changing organization, decisions are more likely to be made using the political model. The rational model is more equipped to handle organizational environments that are more stable where the goals for the organization are well defined, there is a strength in communication and reliability amongst each other, and the resources needed are in plenty of supply (Daft, 2016). These factors are ones that just don’t seem to be as evident in a rapidly changing organization. The political model is more of a fit for organizations that have conflict where entities have different goals and there is debate as to which goals should be met and which decisions should be made (Daft, 2016). Those within this model also try to influence the decision- making process to reflect their own desires and the wants (Boonstra, 2003). These factors seem to be more consistent in a changing environment.
5. What biblical implications should be included/addressed?
One of the biblical implications that can be addressed in relation to this matter is that there will be times of change and pressures of life that come upon a business or an individual. Scripture says in Ecclesiastes 3:1 “There is a time for everything and a season for every activity under the heavens” (NIV). Though this change comes pressing upon us, it should always be comforting to know that God remains the same and he is directing the paths of those who wish to follow him in his will. When were are adopting an organizational culture or whether it’s creating a strategy to deal with change, the Lord has already gone before us and he will guide us through as we go trying to make our best discernment with his help.
6. How can/should a biblical worldview be applied?
In creating an organizational culture and developing strategy for the organization to deal with change, we should always apply the biblical perspective to our thinking that God remains the same through every changing circumstance. “Jesus Christ is the same yesterday and today and forever” (Hebrews 13:8, NIV). In regard to the organizational culture that we choose to create, we should always remember to keep God at the center of our actions and the decisions that are made so he can be given the glory through us. John 15:5 states “I am the vine; you are the branches. If you remain in me and I in you, you will bear much fruit; apart from me you can do nothing” (NIV). When we make the decision to abide in Christ it is then we can see the blessings that can come from it.
References
Boonstra, A. (2003). Structure and analysis of IS decision-making processes. European Journal of Information Systems, 12(3), 195. Retrieved from https://search-proquest-com.ezproxy.liberty.edu/docview/218788072/60D035E58F1D47AFPQ/1?accountid=12085
Daft, R. L. (2016). Organization theory & design. (12th ed.). Boston, MA: Cengage Learning.
Isopeskul, O., Shakina, M., & Georgieva, N. (2016). Influence of stakeholders on organizational culture development. Academic Conferences International Limited, 174-175. Retrieved from https://search-proquest com.ezproxy.liberty.edu/entrepreneurship/docview/1779263332/3E62D7A346BE4B24PQ/1?accountid=12085
Westover, J. H. (2010). Managing organizational change: Change agent strategies and techniques to successfully managing the dynamics of stability and change in organizations. International Journal of Management and Innovation, 2(1), 45-46. Retrieved from https://search-proquest-com.ezproxy.liberty.edu/entrepreneurship/docview/89071538/fulltext/1121D2A4E0964962PQ/1?accountid=12085
