Discussion Thread: Managing Dynamic Organizational Processes Replies

Is it 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?          

             The short answer to this question is no, an outsider cannot accurately determine the intricacies of the underlying cultural values within an organization by analyzing symbols, ceremonies, dress, or other observable aspects of culture. This is due to the simple fact that the listed are found within the visible elements of culture and the underlying elements define the culture within an organization through unconscious actions found within values, assumptions, belief systems, and thought processes (Daft, 2021). As such, it would take an insider with experience within the organization to be able to lay out the intricacies of the underlying cultural values. Daft (2021) gives tangible examples of corporations working to influence the underlying cultural values by implementing visible elements of culture such as no separate offices or the use of the informal form of address versus the formal. It may be safe to say that one can make assertions as to what they believe the underlying cultural values may be base on other research, but without the insider knowledge, these will be just assertions.

Chapter 12

A noted organization theorist once said, "Pressure for change originates in the environment. Pressure for stability originates within the organization." Do you agree?

             Based on the reading, this statement is true. The environment provides the pressure necessary to induce change. This can be caused by technological advances or customer demands. It is through change that a company maintains its relevancy within an industry. Should they remain stagnant, then it is likely that the organizations willing to adapt and change accordingly will pass them by. The environment generates three forms of change: episodic, continuous, and disruptive (Daft, 2021). Episodic change occurs when there are relatively long periods of stability with minimal change. In today’s environment, this appears to be a thing of the past. The change today’s managers typically encounter is continuous change and disruptive change. This is due to the continued development of technology and products. Continuous change becomes disruptive change, and innovation, when the process of innovating a product of service starts off small and ends up revolutionizing an industry (Daft, 2021). It is also true that stability originates within the organization. This is something that managers prefer as it makes for easy planning and increases efficiency. However, with regular changes occurring in the current global environment, managers need to ensure change has been built into the organizational structure in order to inspire innovation while simultaneously encouraging efficiency (Daft, 2021).

Chapter 13

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)?

            Intuitive decision making is the use of experience and judgment as the basis for making a decision (Daft, 2021). This form of decision making can be crucial during a time of crisis where time is of the essence. The intuitive decision making process is also where managers are able to utilize intangible factors as an influence in their decisions. On the other end of the spectrum is the evidence-based management style of decision making, or the decision making process in which evidence and available facts are utilized to make an informed and objective decision (Daft, 2021). Daft (2021) continues to state that the encouragement of dissent and diversity is a significant way disrupt the influence of the cognitive biases that tend to be the foundation of intuitive decision making. This can be done through the utilization of a devil’s advocate; essentially someone who asks why in order to challenge the immediate thought process to ensure the validity. There is also the use of two parallel teams working to solve the same problem. This is known as ritual dissent. Though the end goal of each team is the same, the hope is that each team will develop and defend their own solutions against the ridicule of the other team (Daft, 2021). Again, the intent here is to poke holes in the proposed solutions in an attempt to strengthen the final decision. It is thought that in order to make this form of decision making a regular part of business and viewed as a primary form of decision making, business schools have to be the pioneers. That is to say that they need to not only teach it, but embody it (Leroy et al., 2022).

Chapter 14

In a rapidly changing organization, are decisions more likely to be made using the rational or political model of organization?

             The rational model of organization is one in which everything is measured and weighed prior to the making of a decision. Tis includes the defining of goals, identifying alternative courses of action, and selecting the choice with the highest probability of success (Daft, 2021). This sounds like the ideal scenario for decision making and organizational model. Unfortunately, it is not viewed as sustainable in the ever-changing environment organizations find themselves in today (Daft, 2021). Although managers try to adopt the rational model of organization, the simple truth is that it is not sustainable as conflict can be found even within a single organization. This tends to be interdepartmental disputes over assets and therefore a manager has to ensure that they are working to maintain a level of contentment throughout the organization during and after decisions have been made. Once again, it is typical to find the use of both models being utilized within an organization. However, in terms of operating within a rapidly changing environment, a manager will likely not have the time to implement the rational model of organization and will have to lean on the political model.

Biblical Integration

What biblical implications should be included/addressed?

             While the development of organizational culture is extremely important to the passing of crucial knowledge from one generation of workers to another as well as the development of increased levels of satisfaction and commitment (“Informal learning and work engagement among older workers: The importance of organizational culture,” 2022), Christians must ensure to guard their hearts and minds from worldly forms of thinking and operating. Romans states that Christians should “not be conformed to this world, but be transformed by the renewal of your mind, that by testing you may discern what is the will of God, what is good and acceptable and perfect” (English Standard Version Bible, 2001/2016, Romans 12:2). As such, Christian business professionals should seek God’s wisdom when determining ways to develop the organizational culture. It is also important to understand that the visible changes may, or may not, impact the underlying values as intended.

How can/should a biblical worldview be applied?

             The utilization of a devil’s advocate or ritual dissent can be viewed as a form of utilizing multiple consultants. The bible states that “where there is no guidance, a people falls, but in an abundance of counselors there is safety” (English Standard Version Bible, 2001/2016, Proverbs 11:14). While the decision is ultimately the manager’s, this individual can benefit greatly from the collaboration of others. God does not want His people to walk through the world on their own attempting to make all their life decisions in a bubble, and He would not want business professionals to operate alone either.

 

 

References

Daft, R. L. (2021). Organization Theory and Design (13th ed.). Cengage Learning.

English Standard Bible. (2016). BibleGateway. https://www.biblegateway.com/ (Original work published 2001)

Informal learning and work engagement among older workers: The importance of organizational culture. (2022). Development and Learning in Organizations, 36(2), 48-50. https://doi.org/10.1108/DLO-08-2021-0144

Leroy, H. L., Anisman-Razin, M., Avolio, B. J., Bresman, H., Stuart Bunderson, J., Burris, E. R., Claeys, J., Detert, J. R., goni, L., Giessner, S. R., Kniffin, K. M., Kolditz, T., Petriglieri, G., Pettit, N. C., Sitkin, S. B., Van Quaquebeke, N., & Vongswasdi, P. (2022). Walking our evidence-based talk: The case of leadership development in business schools. Journal of Leadership & Organizational Studies, 29(1), 5-32. https://doi.org/10.1177/15480518211062563