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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?
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.
Organizations cultural values are the most important thing to becoming successful in a long-term range. The cultural values of an organization includes the ideals, standards, guiding attitudes, and understandings that members of the organization share and teach to new incoming members (Daft, 2013). It is possible for any one to examine these principals and discern about the underlying cultural values for an organization. The only way possible to know everything about an organization is to work within it. An outsiders view is limited this is why they can only compare to a certain percentage, roughly around 30%.
With the use of things such as the Internet, outsiders can gain a good amount of knowledge about organizations as a whole. People often like to associate the meaning of the company with the symbol. The symbol often represents the basis of which a company was built and can be the memorable factor of a company. It is important that companies utilize this area to benefit them because it could just as easily harm the reputation. It is hard for an outsider to discern about cultural values based off of appearance and dress. With times changing, a relaxed business approach is what is becoming increasingly popular. Many successful businesses have relaxed dress policies while many unsuccessful businesses have a business professional one.
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?
The pressure for change and the pressure for stability exist in both of these areas. Change in business is constant and is necessary for the survival of any kind of business. The rapid changes in technology alone prove that if you are not on track with change you will not succeed. Leadership that takes a stronger role in defining its organizational intent when it has a more aggressive approach. Instead of being shocked and only verbally reacting to the external pressure these leaders drive their companies to develop new products, enter new geographical market, or reinvent process (Kjellberg, Azimond, & Reid, 2014) it is easy to agree with the statement.
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)?
Managers often get into situations that require them to decisions that may fall outside of particular guidelines. Non-programmed decisions are categorized as: being poorly defined, having highly uncertain proposed solutions, and novel boundaries (Daft, 2013). While managers may frequently use experience and intuition to make these types of decisions, this method is not mutually exclusive to evidenced-based management. Evidence-based management “implies that managers use a combination of scientific evidence, evidence from their own firms, and thoughtful use of experience to manage their firms” (Fischer, Frese, Glaub, & Hoppe). Through these intellectual encounters with similar past issues managers learn to recognize important historic patterns. That experience broadens their intuitive base and improves the efficacy of future non-programmed decisions. It is important for managers to gain experience from sources as well as from performing the job so that they can apply to situations such as these.
Chapter 13: In a rapidly changing organization, are decisions more likely to be made using the rational or political model of organization?
It is important to have a political model of organization within large organizations that changes rapidly. Every part of an organization has to be able to adapt to changes that may occur. Every department must have a course of action in place to make sure that everything is being performed properly and that all needs are constantly being met. A rational model of organization determines the overall goal, identify the various alternatives available, and make the selection based upon which alternative is the most likely to achieve the greatest degree of success. …
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