Discussion Thread: Managing Dynamic Organizational Processes (2)
DISCUSSION ASSIGNMENT INSTRUCTIONS
The student must post a reply of at least 400 words to the below discussion thread. For reply, 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.
Textbook:
Daft, R. L. (2016). Organization theory & design (12th ed.). Boston, MA: Cengage Learning. ISBN: 9781285866345.
Discussion Thread: Managing Dynamic Organizational Processes
Author: Christopher Kilcollins
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.
Organizational cultures are the signs and symbols, shared practices, and underlying assumptions of an organization (Spicer, 2020). As such, one could reasonably make a discernment on the culture of an organization with about sixty percent accuracy based on external-facing variables alone. “To understand what is really going on, requires detective work and some insider experience,” (Daft, 2016). According to Daft (2016) there are two levels to organizational culture, the first level is what is visible by outsiders through what one may consider “corporate propaganda.” One example of a corporation that is very transparent about the culture of the organization is Starbucks. Their former Chief Executive Officer, Howard Schultz, wrote several business books and has been a guest speaker at many business conferences where he discusses the culture of Starbucks and how that culture helped turn a small coffee shop into the powerhouse it is now (Schultz, 2019). Smaller organizations that do not have as much public presence may not be as easy to discern due to the limited information available to the general public. Most of the information released by these organizations comes directly from the organization, or from current or former employees and their experiences. These are the symbols, ceremonies, behaviors, and dress that.
The second layer, which only employees and former employees would understand, is the underlying values, assumptions, beliefs, attitudes, and feelings created and developed around the visible layer one examples (Daft, 2016). Being former military, an example of distinguishing the two layers is as follows: there is usually a ceremony upon retirement or detachment from the military. This ceremony consists of a very formal, well-rehearsed procedure. A lot of pomp and circumstance if you will. An onlooker with no military background understands to an extent what the service member has been through by the awards and ribbons on their uniform. One with military experience knows the blood, sweat, tears, and sacrifice that the member went through. This is level two. This is where service members relate to each other and have the deeper understandings. This is where the other forty percent of accurate discernment is lost to even the best investigators.
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?
In this context, I would agree with that statement. There is no better example of environmental pressure to change an organization than the COVID-19 crisis that has hit the world over the past eighteen months. Face-to-face communication has been almost null. What once was full meeting rooms now lay empty or with only one or two people in them. Virtual meetings through technology have taken their place. Water cooler discussions are no more, now messenger apps and emails have become the new norm for quick conversations. Other changes that have happened within the markets have caused pressure for change as well. Limited human resources have limited and crippled manufacturing and service industries which rely heavily upon manpower to complete tasks. As a result, many organizations have had to adapt to operating less hours, scale back outputs, and increase wages to lure these essential workers away from other sources. These changes are necessary to adapt to their current environments. Which has also caused an anomaly within the second statement of the question presented.
Normally pressure for stability does originate within the organization, however, due to government handouts and fear of severe illness or death from COVID-19, organizations have limited resources and means to create stability within the organization. Many have adapted to maintain status quo, however, that is not a permanent or long-term solution. This particular example has shown where weaknesses are within the organizations due in part to what many see as governmental overreach.
If one overlooks the recent eighteen months of COVID-19 and bases the question posed upon historic data and information, emphasizing communication and at all levels throughout the organization, will create organization stability rather than instability (Mease, 2020). Through constant communication within the organization, ideas and new processes can be developed. Issues that may become unstable can be resolved before they expand to that level.
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)?
According to Daft (2016), evidence-based management is a commitment to make intelligent and well-informed decisions based on available evidence. Managers frequently use their experience to make complex, non-programmed decisions. The best managers are those with formal education and years of experience. Through formal education, managers learn pertinent concepts and skills that can be transferred to real-life scenarios. Experience within their realm has allowed them to take the education and pair that with situations that no textbook or teacher can teach. This combination allows managers to make the well-informed and intelligent decisions that Daft speaks of using. One could argue that prior events and experiences can provide a level of facts and data that evidence-based management is based upon. If a manager does not have existing experiences to base a decision on, as the definition of a non-programmed decision suggests, it is imperative that they take the time to analyze any and all data and facts available to them to make sure they are versed in the decisions they are making. By practicing evidence-based management, Rousseau (2006) states that experts are made by using social science and organization research and moving away from unsystematic experiences and personal preferences. Managers are human, evidence-based management removes the human and replaces with facts (Rousseau, 2006).
Chapter 13: In a rapidly changing organization, are decisions more likely to be made using the rational or political model of organization?
Organizations that are rapidly changing would most likely be using a political model of organization. According to Daft (2016), a rational model of an organization takes time as this process is based upon a “systematic analysis of a problem followed by choice and implementation in a logical sequence.” The issues posed by this particular model are that in a rapidly changing organization, time is of the essence. Performing time-consuming analyses and the exhaustive amount of human resources needed to complete all of this work would significantly impair the organization and possibly lead to the organization’s demise. Political models take advantage of groups with separate interests, goals, and values in which power and influence are used to reach decisions (Daft, 2016). By doing so, decisions can be made and changes implemented quickly and efficiently.
What biblical implications should be included/addressed?
The pace at which the world runs is constantly getting faster. Decisions with both large and small implications need to be made immediately without much time for consideration and thought. “And your ears shall hear a word behind you, saying, “This is the way, walk in it, when you turn to the right or when you turn to the left,” (Isiah 30:21, ESV). As Christians, we need to always be praying and listening for God’s wisdom to direct or decisions. When decisions are made, remembering that people are affected should be on one’s mind. Management should always be looking out for employees and their interests. This will promote a positive culture in which people want to work and stay.
How can/should a biblical worldview be applied?
“Commit thy works unto the Lord, and thy thoughts shall be established,” (Proverbs 16:3, ESV). Decisions should always be made with a Christ approach. Listening to the father for his advice and guidance. Change is inevitable, and as these last few chapters have taught us, organizations need to change and adapt or they will fall. Some change will inevitably create conflict. By encouraging input from all employees, conflict can be overcome and the difficult choices made easier. Faith in God is all he asks and the solution will be given.
References
Crossway, & Bibles, C. (2014). Study Bible-ESV.
Daft, R. L. (2016). Organization theory and design. Cengage Learning.
Mease, J. J. (2020). Techniques and forces and the communicative Constitution of organization: A Deleuzian approach to organizational (In)Stability and power. Management Communication Quarterly, 35(2), 226-255. https://doi-org.ezproxy.liberty.edu/10.1177/0893318920969969
Rousseau, D. M. (2006). Is there such a thing as “evidence-based management”? Academy of Management Review, 31(2), 256-269. https://www-jstor-org.ezproxy.liberty.edu/stable/20159200?seq=1#metadata_info_tab_contents
Schultz, H. (2019). From the ground up: A journey to Reimagine the promise of America. Random House. https://www.penguinrandomhouse.com/books/564768/from-the-ground-up-by-howard-schultz/
Spicer, A. (2020). Organizaitonal culture and COVID-19. Journal of Management Studies, 57(8), 1737-1740. https://onlinelibrary-wiley-com.ezproxy.liberty.edu/doi/full/10.1111/joms.12625
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