Response 1: PD Question 1a - Set Of Beliefs, Norms, And Valu

Response 1 Pdquestion 1a Set Of Beliefs Norms And Values That Is Shar

The concept of organizational culture encompasses a shared set of beliefs, norms, and values among members of a group or organization. It functions as a systemic sense of identity that fosters a common commitment to the organization’s mission. This shared identity is often evidenced through various markers such as dress, symbols, verbal phrases, or behaviors, which can be silent yet highly visible to both internal stakeholders and external observers (Daft, 2018). The culture serves two fundamental functions: uniting members in their internal interactions and guiding their external relations with other organizations or the broader environment (Daft, 2018).

While organizational culture is closely linked to ethical decision-making processes (Kara, Rojas-Mendez & Turan), it can also give rise to issues of inequality if biased or unrealistic cultural themes dominate. Such disparities often engender fear and conflict, especially when perceptions of cultural practices do not align with reality or are perceived as unfair by stakeholders. Consequently, organizational perceptions regarding its value system and management effectiveness may be inaccurate, affecting stakeholder trust and external relationships (Gonzalez-Rodriguez, Diaz-Fernà¡ndez & Biagio, 2019).

Furthermore, Daft (2018) notes that overly mechanistic or controlling systems may suppress organic input from employees, restricting authentic thought processes and autonomy. Therefore, it is reasonable to estimate that an organization’s cultural value system can be discerned with about 50% accuracy, acknowledging that employee fear of retribution and corporate pressures may distort perceptions. Employees might hide dissent or fail to disclose authentic beliefs to avoid negative consequences, especially within rigid cultural models.

Innovation and change are often interdependent within organizations, requiring shifts in multiple domains such as technology, strategy, structure, and product offerings to realize organizational objectives (Daft, 2018). For instance, adopting new technologies or restructuring operational systems can enhance employees’ sense of autonomy, fostering an environment conducive to innovation and sustainable practices. This dynamic is often driven by external environmental demands—market shifts, competitive pressures, or technological advancements—that necessitate internal adaptation (Ahmed, 2018).

The internal dependence within organizations can act as a double-edged sword; while it promotes stability, it may also hinder agility. As Karaevli and Zajac (2013) indicate, organizational stability is closely linked to management stability and performance. When significant changes such as CEO succession or restructuring are undertaken, the internal strategic alignment influences the organization’s capacity to adapt effectively. Consequently, strong internal cohesion can either facilitate or impede change, depending on how well the organization manages this balance.

Paper For Above instruction

Organizational culture plays a vital role in shaping the functioning and identity of a company. It encompasses shared beliefs, norms, and values that bind members of the organization and influence their behaviors and perceptions. A robust organizational culture fosters a sense of belonging and aligned purpose, which can motivate employees to work toward common goals and adhere to ethical standards. According to Daft (2018), culture acts as a systemic fabric that is both visible and silent—manifested through symbols, dress codes, or systemic processes—and invisible through ingrained beliefs and shared understandings. This duality makes culture a powerful, yet subtle, driver of organizational behavior.

However, the impact of culture is complex, often containing inherent risks. When cultural themes are biased or unrealistic, they can generate fear, resentment, and conflict among stakeholders. Unfounded perceptions about the organization's cultural practices can lead to misunderstandings and distrust, especially if external stakeholders perceive inconsistencies or inequities (Gonzalez-Rodriguez, Diaz-Fernà¡ndez & Biagio, 2019). Moreover, rigid control mechanisms may suppress authentic input from employees, stifling innovation and autonomy. Daft (2018) suggests that overly mechanistic systems can obstruct organic cultural development, inhibiting genuine expression and creative problem-solving.

Estimating the accuracy of perceiving an organization’s cultural value system is challenging. Given the factors above, it is reasonable to assert that external observers and even internal members may only accurately understand approximately 50% of the true cultural nuances. Employee fears of retribution and corporate pressures often distort actual perceptions, masking underlying issues or aspirations. This partial understanding underscores the importance of leadership transparency and fostering open communication to better align perceptions with reality.

The interplay between organizational culture and innovation underscores the importance of adaptability. Organizations must continuously evolve their cultural practices to meet external demands and internal aspirations. When environmental shifts occur—such as technological advances or market disruptions—organizations need to reassess and often redefine their cultural norms to remain competitive (Ahmed, 2018). This process involves aligning technological adaptation, strategic flexibility, and structural changes, which collectively contribute to sustaining innovation and growth.

Organizational stability often hinges on internal dependencies and strategic coherence, yet excessive reliance on internal cohesion can pose barriers to change. As Karaevli and Zajac (2013) demonstrate, management stability influences strategic decision-making, especially during transitional periods like leadership succession or restructuring. Cohesion can promote consistent performance but may also create resistance to change, emphasizing the need for deliberate change management practices that balance stability with flexibility.

Change initiatives are further complicated by internal political dynamics. When different groups hold conflicting goals, a political approach—leveraging power and influence—is often necessary to navigate disagreements and implement effective solutions (Daft, 2018). While rational decision-making models are effective when goals are aligned and procedures are clear, organizational decision-making frequently involves managing complex, conflicting interests that require political acumen.

The biblical worldview offers guidance on managing conflict and fostering integrity within organizations. Scripture emphasizes virtues such as honesty, fairness, and reconciliation. For example, in Acts 15, the early church resolved a theological dispute through shared scriptural understanding and leadership guided by the Holy Spirit (Acts 15:1-19, ESV). This biblical model underscores the importance of humility, mutual respect, and divine guidance in resolving conflicts and making ethical decisions, principles that are applicable in both personal and organizational contexts.

References

• Ahmed, S., & Uddin, S. (2018). Toward a political economy of corporate governance change and stability in family business groups. Accounting, Auditing & Accountability Journal, 31(8). https://doi.org/10.1108/AAAJ
• Daft, R. L. (2018). Organization Theory & Design (13th ed.). Cengage Learning.
• Gonzalez-Rodriguez, M. R., Diaz-Fernández, M. C., & Biagio, S. (2019). The perception of socially and environmentally responsible practices based on values and cultural environment from a customer perspective. Journal of Cleaner Production, 216, 88–98. https://doi.org/10.1016/j.jclepro.2019.01.189
• Karaevli, A., & Zajac, E. J. (2013). When do outsider CEOs generate strategic change? The enabling role of corporate stability. Journal of Management Studies, 50(7). https://doi.org/10.1111/joms.12046
• Kara, A., Rojas-Méndez, J. I., & Turan, M. (2016). Ethical evaluations of business students in an emerging market: Effects of ethical sensitivity, cultural values, personality, and religiosity. Journal of Academic Ethics, 14(4). https://doi.org/10.1007/s10805-016-9288-3
• Nikpour, A. (2017). The impact of organizational culture on organizational performance: The mediating role of employee’s organizational commitment. International Journal of Organizational Leadership, 6, 65-72. https://doi.org/10.19236/IJOL.2017.01.05
• Rizescu, A., & Tileag, C. (2016). Factors influencing continuous organisational change. Journal of Defense Resources Management, 7(2). Retrieved from [URL or database]