The possibility of an outsider to accurately discern cultural values of an organization by analyzing symbols
The student must then post 2 replies of at least 400 words. For each thread, students must support their assertions with scholarly citations in APA format. Each reply must incorporate scholarly citations in APA format. Any sources cited must have been published within the last five years.
• At least 1 scholarly article or biblical integration;
Discussion Board Forum 4
Managing Dynamic Organizational Processes
Teresa L. Bell
Masters of Business Administration Liberty University OnlineBUSI 610-B11: Organizational Design and Structure
Dr. Clifton Howell
March 2, 2021
Organizational Culture and Ethical Values
The possibility of an outsider to accurately discern cultural values of an organization by analyzing symbols, ceremonies, dress and other observable aspects is approximately 33.3% in my opinion. To calculate this percent, I considered how the culture of an organization can be interpreted. As mentioned by Daft (2016), “identifying and interpreting culture requires that people make inferences based on observable artifacts” (p. 389). In order to review the observable aspects of an organization, I would need to look at rites and ceremonies, stories and sayings, symbols, organization structures, power relationships and control systems (Daft, 2016). In the detail that follows, I justify my percentage as I found only two out of the six observable aspects would be easy for an outsider to analyze an organization’s culture.
The possibility of an outsider to discern an organizations culture by analyzing rites and ceremonies would be difficult as the outsider would not have a full understanding of what the rites and ceremonies mean in context to the culture of the organization. What a ceremony may mean in one organization may not be the same for another. Stories and sayings would be possible for an outsider to analyze the culture of an organization. Stories relayed although possibly embellished would set the standard for characteristics the organization embrace as normal and to be encouraged (Daft, 2016). Moving on to symbols, outsiders would be able to distinguish culture when looking at symbols organizations utilizes in certain circumstances. “Reward systems are part of a fundamental strategy to modelize organizational culture through the installation of symbols that has a direct impact on the employee value proposition” (Hepner, 2019, p. 13). An example of a symbol an outsider would recognize is the “Daisy Award”. HCA Healthcare utilizes the “Daisy Award” to recognize outstanding nurses who exhibit qualities such as clinical excellence, compassion and teamwork.
The structure of an organization would be possible for an outsider to see as a whole, but the intricate details of the order in which an organization is designed structurally would not be. An outsider would not be able to determine the “degree of flexibility and autonomy” employees have in their duties (Daft, 2016, p. 391). Power relationships would not be easy for an outsider to use to analyze the culture of an organization. An outsider would not be able to tell who “influences or manipulates” others in relationships (Daft, 2016, p. 392). Finally, an outsider would not easily be able to determine an organizations culture by observing control systems. An outsider would not be afforded the “methods of financial control, rewards systems or how decisions are made” in an organization (Daft, 2016, p. 392).
Innovation and Change
Managers prefer stability, however, because of the demands of a changing environment, change is inevitable, therefore, I would tend to agree with the statement that change is a product of the environment and stability is a product of the organization (Daft, 2016). While it may be the desire of an organization to remain stable in its operations, this would prove detrimental to the viability of an organization. Changes in environment are inevitable. Organizations can respond in a few ways. Episodic change, continuous change, and disruptive change and innovation are responses an organization can respond to environmental pressure to change (Daft, 2016). Of these three, managers seeking stability would prefer the episodic change as this type of change allows for “periods of relative stability” (Daft, 2016, p. 422).
Decision-Making Processes
While I do believe managers are able to make decisions based on experience and intuition, I do not believe this is without some form of evidence-based management. “Increasing competition in the present dynamic business environment pressurizes companies to innovate perpetually” (Szutowski, 2020, p.182). As a result, decision making almost becomes second nature to mangers. Being able to successfully manage in an ever changing environment depends on the “quality of decisions made at…consecutive stages” (Szutowski, 2020, p.182). This is only possible if managers are provided the information from organizational control systems to utilize as a basis for the decisions being made, hence they are relying on evidence-based information when making these decisions (Szutowski, 2020, p.182).
Conflict, Power and Politics
In his description of rational verses political models of decision making, Daft (2016) explains that “typically, both rational and political processes are used in organizations” (p. 519). “The rational process perspective investigates how issues can be divided into structured decision problems” (Kolbe et al., 2020, p. 998). The assumption with the rational model is that issues are handled through a process involving analysis of alternative choices and what their outcomes may be prior to finalizing the decision (Kolbe et al., 2020). The assumption with the political model is that decisions are made in relation to “power, negotiation and mutual influence” (Kolbe et al., 2020, p. 998). Studies have indicated that the primary method of decision-making is make utilizing the rational model while at the same time exploring the political model by creating an environment where decision are supported by coworkers and peers (Kolbe et al., 2020).
Biblical Integration
In this forum there were several topics discussed: culture and values, innovation and change, decision-making process and conflict, power and politics. The bible is full of verses that can touch on any of these topics. Luke 6:31 discusses culture and values when indicating we should do unto others as we would have them do unto us (New Standard American Bible, 2002). Next, we discussed innovation and change. While we find in live the one constant is change, we have the promise that our Lord and Savior Jesus Christ is the same always; He never changes (Hebrews 13:8, New American Standard Bible, 2002).
As we move to the topic of decision-making, we find in James we are reminded that if we lack wisdom, we can go to God with our request guidance in decision-making and He will provide (1:5, New American Standard Bible, 2002). Finally, we can see conflict, power and politics in many verses of the bible. One that comes to mind is also located in the book of James. James 1:2-4 states that we should be full of joy when we face trials; knowing that testing will produce unwavering resolve; lacking nothing (New American Standard Bible, 2002).
References
Daft, R. L. (2016). Organization Theory and Design (12th ed.) Mason: Cengage Learning.Hepner, L. (2019). Innovative reward as a strategical culture designer. Strategic HR Review, 18(1), 13-16. http://dx.doi.org.ezproxy.liberty.edu/10.1108/SHR-10-2018-0086
Kolbe, Linn Marie, Bossink, Bart & De Man, Ard-Pieter. (2020). Contingent use of rational, intuitive and political decision-making in R&D. Management decision, 58(6), 997–1020. Print.New American Standard Bible (2002). The Zondervan Corporation (original work published 1960)
Szutowski, D. (2020). The Impact of Management Control Systems on Decision-Making Quality throughout the Innovation Process. An Empirical Analysis. Research Papers of the Wroclaw University of Economics / Prace Naukowe Uniwersytetu Ekonomicznego We Wroclawiu, 64(6), 182–195. https://doi-org.ezproxy.liberty.edu/10.15611/pn.2020.6.14
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