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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 compared to an insider with several years of work experience? Select a percentage (e.g., 10%, 70%, etc.) and explain your reasoning.

The organization’s cultural values are essential components for long-term success.

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. In addition, the firm’s cultural values are taught to new members as the foundation to think, behave and feel. As a result, organizational culture is not only intangible but also informal and social behavior of the company that is reflected through internal operations and interactions with external stakeholders. While employees may have diverse social backgrounds, experiences, and education, organizational culture binds and shapes everyone across the organization. Furthermore, corporate cultural values can be expressed in the manner in which the organization conducts operations, treats the workforce, customers, and the larger community. Organizational cultural values are also depicted through employee commitment towards shared objectives, information flow through hierarchies, and decision-making freedom.

Organizational culture is viewed in two categories, including underlying and observable (Daft, 2021). An outsider can analyze organizational symbols, dress code, physical setting, ceremonies, behavior, and stories at the observable level to understand corporate values. Additionally, the external manifestation of the organization’s cultural values can be heard or seen. Normally, slogans, artifacts, and logos are used to depict a firm’s values to outsiders. However, at the observable level, the accuracy of an outsider’s analysis is limited to about 30% understanding of the underlying cultural values of the organization. Ideally, with good observation skills, an outsider can comprehend a considerable understanding of underlying cultural values (Daft, 2021).

Moreover, visiting the organization allows the outsider to examine workplace setting, power relationships, management, and employee behavior. Observable behaviors are a reflection of underlying organizational culture.

In contrast, an outsider can gain an accurate understanding of the underlying values of an organization provided there is available information. Specifically, an outsider can depend on inside sources to get the right information. Essentially, employees act as insiders with reliable and detailed information. This means that an outsider can get 90% accurate discernment of the underlying cultural values of the organization. As a result, the outsider can use experienced employees working for the organization for a long time to get first-hand information about an accurate understanding of the firm’s underlying cultural values. In addition, experienced employees are reliable sources to get underlying cultural values because they help in shaping the very core organizational values (Daft, 2021).

Outsiders can collect detailed information about an organization with a few keystrokes with technological development. The internet can allow outsiders to find and interpret the cultural values of an organization using observable artifacts such as vision, mission, logos, and organizational structure. Nonetheless, an outsider can only gain roughly 40% of the organization’s underlying cultural values.

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?

I agree with this statement because the business environment is rapidly changing, which compels organizations to adopt new ways and strategies to remain competitive. This statement also reflects the impact of external changes on an organization. Since an organization cannot respond to environmental changes, it can accommodate them to survive in a

Besides economic factors, natural disasters and man-made disasters force organizations to make radical changes. Therefore, Pressure for change originates from the environment that makes organizations initiate change. Moreover, change occurs when an organization’s environment is disrupted. Changes in an organization’s environment include economic, technological, political, and socio-cultural factors (Fløvik, Knardahl

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