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Last db.docx - 10. Yes, I think it is possible for an...

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10. Yes, I think it is possible for an outsider to accurately discern the underlying cultural valuesof an organization by analyzing symbols, ceremonies, dress, or other observable aspects ofculture. However, compared to someone already working in the company with several years ofexperience, the outsider may only have about 30-50% of visibility of the company's culture,whereas an insider could have visibility of around 90-100%. That is because outsiders can stillobserve how people dress up in the company, the way the employees of that company take careof issues that are public, etc. There are two layers of corporate culture, and the first layer is theone outsider has visibility to, as the first layer can consist of symbols, ceremonies, the clothing ofemployees, and the physical conditions of the company. Insiders can detect the second layerbetter than outsiders as the second layers consist of values, beliefs, and attitudes regarding thecompany. Outsiders are not able to detect the second layer as it is not physical or visible and ismore internal. For example, anyone, whether insider or outsider, can see the ceremonies acompany may hold and have knowledge about the general purpose, but only the insiders wouldknow the sentiment and true feeling of why the ceremonies were held. Since insiders have abetter understanding and grasp of the importance and worth of what the organization does (eitherevents or anything else), they utilize this to build and strengthen the connection with individualswhich can also contribute to strengthening trust.11. I agree with the theorist’s statement of “Pressure for change originates in the environment.Pressure for stability originates within the organization”. There are multiple external factors thatcan pressure an organization to change. Some of these environmental elements are marketchanges, changes in the economy, changes in competition, as well as the governmental impactsuch as legislative changes. For a company to survive and have success, they need to be preparedfor unforeseen circumstances, and such circumstances are the environmental elements justmentioned (Mohsin, Ahmed, & Streimikiene, 2020). Companies need to prepare to be safe so tosay, so they can adjust as necessary to be able to adapt. The internal operations of companiesdetermine the stability of the company – the external factors are not the cause of the stability.The environmental elements, however, can show the flaws and the instabilities of the company,but not be the sole cause of how stable the company is. Therefore, the company needs to examinethe processes they have in place to combat any external changes that could cause harm so it cansucceed.12. Managers frequently use experience and intuition to make complex, non-programmeddecisions compared to evidence-based management. This is because there are times when certaindecisions must be made fast and in the moment. These types of situations don’t allow time forevidence-based data and for managers to look at reports before they decide. Therefore, mosttimes, managers must be clever and decisive to make a decision that is beneficial for thecompany. Such decision-making comes from intuition and the personal experience of themanagers. Managers also have the freedom to make decisions within the organizations, therefore,having a greater sense of responsibility (Hristov, Camilli, & Mechelli, 2022). There are times

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Term
Fall
Professor
N/A
Tags
Decision Making, Management Research Review, Camilli

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