Discussion Board Forum 4

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Management

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Apr 3, 2024

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Running head: DISCUSSION BOARD FORUM 4 1 Discussion Board Forum 4 Organizational Culture and its Effects Ken Davis Liberty University

Running head: DISCUSSION BOARD FORUM 4 2 The Underlying Cultural Values of an Organization Brian C. Satterlee (2014) discuss, “Culture is the set of shared attitudes, values goals, and practices that characterized a society, or in the business sense, an organization” (p.42). The definition of Cultural values in the Cultural values Business Dictionary (2015) lists, Cultural values are commonly held standards of what is either acceptable, unacceptable or the opposite of both. Also, an organization can be described as a group of people that interact with each other to “perform essential functions that help attain goals” (Daft, 2013, p. 12). Combine these three underlying concepts combine the cultural values of an organization. The Cultural Values of an Organization The cultural values of an organization are conjoined with the shared attitudes, values goals of an individual or an organization with the same mission and/or business (Satterlee, 2014). Organizations may offer a product or item, but the merchandise is not what necessarily keep the outsider returning. The value an outsider is intrigued with is the symbol, the shared attitude, and value goals offered. As a result, the outsider recognizes the symbols presented, which is comparable to what the insider saw. For example, Steve Jobs is not experienced with the apple product, Steve Jobs is the apple product. The apple product concept was incardinated inside Mr. Jobs and was shared with the world. Subsequently, insiders recognized and accepted the commonly held standards (cultural value) inside him and was able to organize a symbol (his product) and established the apple organization. Locklear (2015) says, “according to most definitions, a symbol is an object/person/idea that represents another idea through association or resemblance. In summary, Steve Jobs, gave 25 percent shared attitude, 25 percent values goals, and 25 percent of the practices that characterized a society, or in the business sense, an organization and accepted 25 percent

Running head: DISCUSSION BOARD FORUM 4 3 from the outsiders, consequently, performed the essential functions that help attain a 100 percent of his goal, Apple. Therefore, I think it is possible for an outsider to accurately discern about the underlying cultural values of an organization. Pressure for change originates in the environment and Pressure for stability originates within the organization. Draft 2015) says, “Successful change can happen only when managers and employees are willing to devote the time and energy needed to reach new goals” (p.458). He also says this is called a transformational leadership, which brings about change (p.457). I believe when an individual realizes how cultural they are the pressure will build and the environment will be affected by the passion within. For example, Mother Theresa burned with the pressure for change, as a result, she stabilized the pressure within others and ultimately feeding the homeless organizations are still pressured. Appling evidence-based management by using their experience, intuition and making complex and non-programmed decisions. Managers who use evidence-based management style uses this process because they have gone through “two major stages” (Draft, 2015, p.478). Therefore, evidence-based management is implemented because the problem solution stage has “diagnosed the cause of shortcomings’ (Draft, 2015, p.478). Secondly, complexity varies within the experience stage, therefore, the programmed stage is repetitive and well defined, and consequently “procedures assist to resolve the problem” (p.478). These two stages cannot change the experience of the manager because experience is nonprogrammable, and “no procedure exists for solving the problem” (p.478). In conclusion, managers who manage in an evidence-based management stage is able to respond to complex situations and conclude with a clear-cut decision. A Rapidly Changing Organization

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