BUSI 610: DISCUSSION THREAD 1
Managing Dynamic Organizational Processes
Exode Jean Jacques
School of Business, MBA, Liberty University,
Spring 2023.
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 in comparison to an insider with several years of work
experience? Select a percentage (e.g., 10%, 70%, etc.) and explain your reasoning.
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. Yet, by analyzing symbols,
BUSI 610: DISCUSSION THREAD 2
ceremonies, apparel, and other observable aspects of culture, an observer can accurately
discern the underlying cultural values of an organization; however, the extent to which this is
possible depends on the individual's experience and knowledge. Nevertheless, we are living in a
transparent world, and for Ananny & Crawford (2018), transparency is often seen as desirable
because it brings insight and governance …knowing is possible by seeing. As a result, an outsider
with extensive experience in analyzing organizational cultures may be able to discern an
organization's underlying values with the same degree of precision as an insider with several
years of work experience.
However, an outsider with limited experience or knowledge may be unable to recognize
the underlying values to the same extent, because “the institutional view believes that
organizations adopt structures and processes to please outsiders” (Daft, 2021, p. 40).
Consequently, to accurately determine the fundamental values of an organization, an observer
must be able to interpret the symbols, ceremonies, attire, and other observable aspects of
culture in the context of the organization's history, environment, and objectives. This
necessitates a comprehensive comprehension of the organization, which an outsider may not
possess. A lack of meaningful relationships with employees, which can provide valuable insight
into the ethos of an organization, may also limit the perspective of an interloper.
Given this, I would estimate that an observer can discern an organization's underlying
cultural values with approximately 70% accuracy. This is predicated on the assumption that the
outsider has a thorough understanding of the organization's history, culture, and objectives, as
well as meaningful relationships with its employees. With these resources, an outsider can
acquire a deeper comprehension of the organization's culture, enabling them to more
accurately interpret its symbols, ceremonies, attire, and other observable aspects. On the other
hand, an outsider lacking these resources is more likely to interpret these cultural aspects in a
limited manner, resulting in an inaccurate evaluation of the underlying values.
BUSI 610: DISCUSSION THREAD 3
Therefore, without these resources, an observer may only be able to discern the underlying
values of an organization with an accuracy of approximately 10%.
In conclusion, an outsider can accurately discern the fundamental cultural values of an
organization by analyzing symbols, ceremonies, attire, and other observable aspects of culture;
however, the extent to which this is possible depends on the individual's experience and
knowledge. An outsider with extensive experience, knowledge and meaningful relationships
with employees may be able to discern an organization's underlying values with 70 percent
accuracy. In contrast, an outsider who lacks these resources may only be able to discern the
underlying values of an organization with a 10% degree of accuracy.
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?
Since the business world is always evolving, I agree that businesses need to be flexible
enough to adapt to new circumstances and implement new strategies. Indeed, an organization's
reaction to shifting conditions in the outside world is reflected in this declaration as well.
Thus, it implies that factors beyond an organization's control, such as the economy,
society, and competition, can necessitate alterations to the latter's strategies, processes, and/or
products and/or services to survive. For instance, Casper and Sundin (2021) argue that the auto
market is changing as a response to environmental sustainability by manufacturing electric cars.
As a result, even though this may be accurate in some circumstances, it is essential to remember
that internal and exterior variables can equally affect the demand for change or security within
a company.
However, the internal environment, including the culture and leadership, can encourage
or stifle innovation, while external variables, such as market changes, can necessitate rapid
adjustments and stability to business models like the exploitation one. Hence, in such a
context, “organizations in exploitation mode have a good chance of survival in stable
environments” (Visser & Scheepers, 2022, p. 132). Thus, it is crucial to understand that the
BUSI 610: DISCUSSION THREAD 4
expression suggests that internal factors like culture, policies, procedures, structure, and
systems can lead to a desire to keep things as they are and fight change to keep things as
predictable as possible. Overall, businesses must strike a compromise between a desire for
consistency and the flexibility to react to changing market conditions. Organizational success
requires the ability to both foresee and adapt to shifting external conditions while preserving
internal consistency and order. Chapter 12: If managers frequently use experience and
intuition to make complex, nonprogrammed decisions, how do they apply evidence-based
management (which seems to suggest that managers should rely on facts and data)?
According to Daft (2021), EBM allows managers to make logical decisions based on facts
and data. Thus, Evidence-based management (EBM) encourages the use of data and facts but
does not exclude intuition and experience. Yet, 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. Thus, EBM acknowledges that
managers typically use their knowledge and intuition to make complex, non-programmed
decisions, but it emphasizes the need to supplement these with research and data analysis.
EBM recommends that managers acquire and evaluate evidence from research studies, internal
data, consumer feedback, and industry trends. This information, along with their knowledge and
intuition, should guide their decision-making.
However, the administration could decide to introduce a new product. In addition to
experience and intuition, they should use market research, consumer feedback, and sales
statistics to gauge product demand. Combining experience and intuition with data-driven
insights enables them to make better, more successful decisions. In conclusion, evidence-based
management encourages managers to combine their intuition and experience with research and
data analysis to make more informed decisions. Because “The Evidence-Based Decision Making
(EBDM) paradigm encourages managers to base their decisions on the strongest available
evidence” (Hayes, et. al, 2019, p. 1).
BUSI 610: DISCUSSION THREAD 5
Hence, Managers who have worked in a given field may have a better grasp on what
strategies work and which do not. Still, they might find it useful to compile information about
customer behaviors, market patterns, and rival tactics before making any major moves. They can
make better choices that are less affected by their prejudices or inclinations if they use their
experience in conjunction with data from scientific studies.
Chapter 13: In a rapidly changing organization, are decisions more likely to be made using the
rational or political model of organization?
Daft (2021) states that when goals are aligned, there is less differentiation, resources are
adequate, and managers can use the rational model. Yet, 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. Nevertheless, in adaptive companies, the political paradigm is more likely to be
used in decision-making.
In this context, Thompson, & Kuvaas, 2017, assert that research also demonstrates that
decision-makers should possess political skills to influence through negotiation, manipulation,
and persuasion to improve personal organizational goals. Managers make use of rational
processes whenever they can, but a completely realized rational model of an organization is "a
dream that is not entirely attainable in the actual world," (Daft, 2016, p. 518).
In addition, he goes on to explain that the political model is the polar opposite,
characterized by high levels of contention, inconsistent goals, a diffuse network of power, and
chaotic decision-making. The world is shifting so rapidly that businesses need to think carefully
before making any choices. Therefore, companies may need to take things methodically and
carefully, and “decision-makers must contemplate when evaluating the effectiveness of their
management strategies and adapting these to observed outcomes” (Hayes, et. al, 2019, p. 2).
However, in order for a society to make well-informed choices, there must be a
centralization of power and authority. It is essential to have a defined chain of command when
communicating the company's plan and objectives to all employees. Therefore, the
BUSI 610: DISCUSSION THREAD 6
decisionmaking process needs to be methodical and rational. Tough choices and hasty
responses waste time, energy, and resources. It is also important that the knowledge be
distributed in a systematic, thorough, and widespread manner. Disastrous results may result
from an organization's implementation of a strategy if any mistake or error is present (Daft,
2016, p. 518).
It's important to proceed cautiously when making a rational choice. When operating in a
dynamic setting, change must be deliberate.
What biblical implications should be included/addressed?
In Jeremiah 1.11-12, the Lord was about to summon Jeremiah to a unique mission: to
return the people's hearts to him by preaching the word to them. First, in verse 11, He showed
him the vision to describe the goal, the plan, and the possible struggle that would occur. Aside
from that, in verse 12, he vowed to be with him. What an incredible feat! By doing so, God
enabled him, and when afflictions came, he could depend on God's fidelity for relief. We can see
how important it is for supervisors to convey the corporate mission to their employees in this
situation. As a consequence, the organization's output will increase because people will be more
effective. In summary, managers should compose and convey corporate vision in a way that
everyone can comprehend, and then share these characteristics so that members work together
to achieve a common vision.
References
Ananny, M., & Crawford, K. (2018). Seeing without knowing: Limitations of the transparency
ideal and its application to algorithmic accountability. New Media & Society, 20(3), 973–
989. https://doi.org/10.1177/1461444816676645.
Casper, R., & Sundin, E. (2021). Electrification in the automotive industry: Effects in
remanufacturing. Journal of Remanufacturing, 11(2), 121-136.
https://doi.org/10.1007/s13243-020-00094-8
Daft, R. L. (2021). Organization theory and design (13thed.). Boston, MA: Cengage Learning.
BUSI 610: DISCUSSION THREAD 7
ISBN: 978-0-357-44514-3.
Guo, R., Berkshire, S. D., Fulton, L. V., & Hermanson, P. M. (2019). Predicting intention to use
evidence-based management among US healthcare administrators: Application of the
theory of planned behavior and structural equation modeling. International Journal of
Healthcare Management, 12(1), 25-32.
Hayes, K. R., Hosack, G. R., Lawrence, E., Hedge, P., Barrett, N. S., Przeslawski, R., Caley, M. J., &
Foster, S. D. (2019). Designing monitoring programs for marine protected areas within an
evidence-based decision-making paradigm. Frontiers in Marine
Science, 6https://doi.org/10.3389/fmars.2019.00746
Thompson, G., Buch, R., & Kuvaas, B. (2017). Political skills, participation in decision-making, and
organizational commitment. Personnel Review. 6(4), 740-749
Visser, J. D., & Scheepers, C. B. (2022). Exploratory and exploitative innovation influenced by
contextual leadership, environmental dynamism, and innovation climate. European
Business Review, 34(1), 127-152. https://doi.org/10.1108/EBR-07-2020-0180.
Powered by TCPDF (www.tcpdf.org)
