I need someone to complete these 2 replies for me. They are due tonight at 2300 EDT. Please have it to me on time. No plagiarism, at least 400 words each, in APA format. 

#1

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. Rational model of organization is based on decisions that rely on evidenced-based management.

In a rapidly changing organization decisions are most likely to be made using the political model of organization.  This is because conflict is high and each department of the organization is likely to have different goals.  Studies have shown the political model is effective for prompting and executing change within an organization (Lewis, 2002).

What biblical implications should be included/addressed?

How can/should a biblical worldview be applied?

The bible teaches us as Christians many important lessons to use in our daily lives. The Bible is our book of reference and it is important that we apply Gods lessons to our lives in all ways possible. God’s word is given to us to help us excel in this life as well as prepare for eternal life with him in heaven. It is up to us to take all knowledge and practice it as is intended.  In business school you are given lessons that are to help you excel in your craft. It is important that you also apply these lessons and practice them so that you not only become a successful business owner, but honor god through your work.

#2

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.

            I think it is about 10% possible for a company outsider to accurately discern a organizations underlying cultural values by analyzing symbols, ceremonies, dress, or other observable aspects of culture compared to an insider with several years of work experience. While analyzing company characteristics such as symbols, ceremonies, dress, and other observable aspects of culture can tell one some of the values a company may hold it cannot give an outsider the companies complete underlying set of cultural values. I believe this because without having intimate knowledge of what goes on behind closed doors an outsider would have very little chance of understanding the true and powerful cultural values of a company (Guiso, Sapienza & Zingales, 2013). This is because in any company there is how everything is supposed to be done and then how it is actually done. The true nature of how a company runs cannot be seen from the outside, it needs to be seen by someone from the inside with a good deal of experience in the said company.

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?

As stated a noted organization theorist stated the following, “Pressure for change originates in the environment. Pressure for stability originates within the organization.” I have fully agree with this in depth statement. For one many companies tend to change when the environment forces them to change (Amagoh, 2008). For instance many companies change their product or products due to unfavorable selling environments. Furthermore, many companies are influenced to be more stable from the inside out due to the employees of the company need for the company to grow and prosper. A growing and prosperous company is one that can support the employees of the company well. Stability truly comes from the decisions made at the core of a company.

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)?

            As stated managers frequently use experience and intuition to make complex, non-programmed decisions in a day to day basis. With this said a manager can apply evidence-based management which tends to be more focused on facts and data by both completing and evaluating reports/data about the decision that is at hand. This will create an environment that will allow a manager to not only make a complex decision with his or her personal experience but it accumulate mounds of data that can be collected through accurate reporting and accounting.

Chapter 13: In a rapidly changing organization, are decisions more likely to be made using the rational or political model of organization?

In a rapidly changing organization decisions are more likely to be made using the rational model of organization. This is because a rational organization much of the time has a clear goa/purpose and has clear places of influence for each employee. This allows the organization when faced with a question to not become political but to simply look at their mutual goal and ask does this decision help or hurt the company’s chances of making it to the stated goal. Furthermore, within this type of organization there is far less rivalry and debate between rival groups in the company because much of the time the employees goals and job description is clearly defined. Without politics slowing up the decision process decisions can be made in a rapid process.