Discussion Thread: Managing Dynamic Organizational Processes Replies
Discussion Board: Managing Dynamic Organizational Processes
Chapter 10: 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.
Daft (2021) notes that culture is, “the set of values, norms, guiding beliefs, and understandings that is shared by members of an organization and taught to new members as the correct way to think, feel, and behave” (p. 445). Culture allows employees to integrate into a common environment and aids in adjusting to the external environment (Daft, 2021). An outside observer would be able to analyze symbols, ceremonies, dress, and other aspects of an organization and could accurately discern about 30% of an organization's cultural values. Symbols, ceremonies, dress, and other visually identifiable aspects of culture do not make up a large amount of organizational culture. The internal integration of coworkers guides employees' working relationships, interactions, communication, behaviors, and power structure (Daft, 2021). These are not easily identifiable from an outsider.
An insider with several years of experience could more accurately gauge an organization’s cultural beliefs. About 90% of an organization’s culture could be projected by an employee after working at the same company for several years. This employee would be able to see day-to-day relationships, how goals are met with outsiders, professional development, and even what nonconforming behaviors are accepted (Daft, 2021). This knowledge is developed with hands-on experience that an outsider may not see from the outside over a short period. Sahoo (2022) notes that organizational culture must be aligned with company policies, procedures, and goals for them to have any chance of succeeding as they have a large impact on how an organization operates.
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 the above statement. Daft (2021) notes that:
“Technological advances, changing markets, increasing government regulation, e-business and mobile commerce, shifting social attitudes, global economic turbulence, social media and the digital information revolution, and the growing power of Arab countries and the BRIC nations (Brazil, Russia, India, and China) have brought about an uncertain globalized economy that affects every business, from the largest to the smallest, creating more threats as well as more opportunities” (p. 480).
This passage demonstrates the sheer number of environmental forces that can pressure organizational change. Janka et al. (2019) note that stability is often sought after internally as the more a company stays the course, the more change employees feel that their job is not on the line. While many depict stability as a bad thing, Janka et al. (2019) note that innovation is still possible in highly stable organizations through cultural controls.
Environmental forces can pressure companies to change and innovate to remain relevant in the marketplace or may even force a company to change its domain or environment to survive (Daft, 2021). Azadegan et al. (2021) provide several examples of companies that were forced to change their business models throughout the pandemic due to supply chain disruptions and lockdowns. While stability in these crises is sought internally, companies can sometimes only achieve stability through change.
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)?
Evidence-based management is one of the ways managers can overcome cognitive biases (Daft, 2021). Daft (2021) states that evidence-based management, “means a commitment to make more informed and objective decisions based on the best available facts and evidence” (p. 543). This enables managers to look at data and make decisions objectively. Combining this management style with intangibles and soft skills is what makes good managers great ones. Daft (2021) notes that other ways to overcome biases include encouraging dissent and diversity along the decision-making process. Having employees with a questioning attitude can provide managers with outside thoughts before making final decisions.
Chapter 13: In a rapidly changing organization, are decisions more likely to be made using the rational or political model of organization?
The rational model of an organization utilizes readily identifiable goals, steps, and decisions (Daft, 2021). Choices are made according to which one has the highest chance of success and is, "characterized by centralized power and control, extensive information systems, and an efficiency orientation” (p. 583). The political model is the opposite of the rational model and is comprised of conflict, disagreement, ambiguous information, and group think decision-making (Daft, 2021). While many companies operate both models, an organization that is rapidly changing must utilize the political model. It is more flexible to the many unexpected situations that arise in a dynamic organization that deals with a high amount of conflict. The rational model should not be used in a dynamic organization as the set steps and procedures will not be able to be followed to make decisions if they are not established for the varying situations that occur.
A caveat to choosing the political process is that additional tactics for enhancing collaboration may be needed due to the higher incidence of conflict. Daft (2021) demonstrates these tactics include creating integration devices, using confrontation and negotiation, scheduling intergroup consultation, establishing member rotations, and creating shared missions and subordinate goals.
What biblical implications should be included/addressed?
Matthew 18: 15-16 (New International Version Bible, 1978/2011) demonstrates the need for people to resolve their difference in private, and if unable to do so find a mediator that can help. Telling one the sins committed against them allows faults to be healed amongst brothers who are gained in Christ. This example of mediation and dispute resolution can be utilized in the workspace and in companies that adopt the political model as described above.
How can/should a biblical worldview be applied?
A biblical worldview can be applied across an organization. In addition to the conflict resolution described above organizations should look at Philippians 2:3-4 which states, “Do nothing out of selfish ambition or vain conceit. Rather, in humility value others above yourselves, not looking to your own interests but each of you to the interests of the others” (New International Version Bible, 1978/2011). This demonstrates the importance of people helping their brothers in Christ. Organizational goals and corporate social responsibility initiatives are examples of some ways companies can seek to improve the communities that they operate in.
References
Azadegan, A., Shaheen, I., Linderman, K. and Fereidooni, A. (2021). Leadership styles in supply chain disruptions: A multimethod evaluation based on practitioner insights. International Journal of Operations & Production Management, 41(10), 1615-1632. https://doi-org.ezproxy.liberty.edu/10.1108/IJOPM-10-2020-0684
Daft, R. L. (2021). Organization theory & design (13th ed.). Cengage.
Janka, M., Xaver, H., & Guenther, T. W. (2020). Beyond the “good” and “evil” of stability values in organizational culture for managerial innovation: The crucial role of management controls. Review of Managerial Science, 14(6), 1363-1404. https://doi.org/10.1007/s11846-019-00338-3
New International Version Bible. (2011). Zondervan. (Original work published 1978)
Sahoo, S. (2022). Lean practices and operational performance: the role of organizational culture. International Journal of Quality & Reliability Management, 39(2), 428-467. https://doi-org.ezproxy.liberty.edu/10.1108/IJQRM-03-2020-0067