Description
1. (Original Content Only) (150 words for reply) (APA citations) (In-text citations are a must)
The Review of economic studies states, “If borrowers are “naive” about their present focus, over-optimistic about their future financial situation, or for some other reason do not anticipate their high likelihood of repeat borrowing, they could underestimate the costs of repaying a loan” (Hunt et al., 2022, pg. 1042). This is significant as opinions on if interest on payday loans being too high or just right may be formed around one’s mindset regarding the present and being optimistic. There are many pieces of scripture regarding this discussion such as, “The rich rules over the poor, and the borrower is the slave of the lender” (English Standard Version Bible, 2001, Proverbs 22:7) This is the ultimate warning to stray away from loans in over to avoid becoming a slave to debt. Scripture also states, “The wicked borrows but does not pay back, but the righteous is generous and gives;” (Psalm 37:21) This scripture discusses the significance of being generous as money has the power to cause greed. I believe the concern is unjust loans in which those who are unfortunate have little to no intention of paying the lender back. In this case, higher interest rates may not be seen as “punishment” against the poor but protection for the lender. It may be a misconception that higher interest rates are used to gain a profit whereas the non-use of higher interest may harm the lender in the occasion of an unjust loan. Review and Expositor states, “The biblical witness is robustly cautionary about the moral hazards of lending, especially in abuse of the poor. The rich are not to be rulers nor enslavers of the poor, but equippers and helpers in the struggles of poverty” (Howell, 2019, pg. 35) Another argument is discussed within scripture as it states, “Whoever is generous to the poor lends to the Lord, and he will repay him for his deed.” (Proverbs 19:17) Although scripture warns against loans as a whole, I believe microloans and microcredit apply to Proverbs 19:17 due to the possibility of less fortunate individuals needing just a little extra help with intentions of getting out of debt.
References
English Standard Version Bible. (2001). ESV Online. https://esv.literalword.com/Links to an external site.
Howell, E. (2019). Payday lending and the case of Proverbs 22:7: Wisdom for the borrower and warning to the lender. Review & Expositor, 116(1), 33-37. https://doi.org/10.1177/0034637319831234Links to an external site.
2. (Original Content Only) (400 words per replies) (APA citatons) (in-text citations are a mus) (citations must not be more than 5 years old)
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.
Personally, I do think it is possible for an outsider to accurately discern culture and certain cultural values within an organization based off of clues that they can be keyed in on from their perspective. However, the extent to which they can understand the culture pales in comparison to what an insider with several years of work experience knows. I would say that the outsider can understand 40% to 50% of the underlying cultural values of an organization from the outside looking in. While certain aspects of organizational culture should be worn on the sleeve of the brand and everyone who is involved, there are certain aspects that just take in inside eye and hands-on experience to truly grasp the internal mechanisms of work culture. For example, it may be easy for the average eye to spot signs such as dress, events, missions, and even political and religious standings based off of what the organization publicly displays. what they do not see though is the internal structure and hierarchy, behind the scenes benefits and conversations that are the skeletal structure to the outside perspective being observed. Work culture is an extremely valuable tool, especially when it comes to how well the managers can take control of it. It goes beyond the relational, fun sighed with employee interaction and it also heavily contributes to organizational performance. “One of the most important things managers do is shape organizational culture to meet strategic goals because culture has a significant impact on performance” (Daft, 2020, p. 459). It is also important to keep in mind that in this day and age social media plays a huge role on the external cultural accessibility of an organization, this contributes to why my percentage may be so high compared to other percentages.
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 think I agree with the statement for the most part. I think pressure is not as easily diagnosed or affiliated with certain aspects of the business flow. When it comes to pressure for change I think it can take on many forms whether it comes from the environment personnel, or external factors that cannot be controlled by the organization. When it comes to pressure for stability I believe that it does have a lot to do with more of the internal values and structure of the organization itself. Organizational culture, in my opinion, is a key contributing factor to pressure for change instability within the organization. “Findings confirm that organizational culture is indeed a key determinant in shaping organizational response to institutional pressures” (Shakeel, Asif, et al., 2019). Sometimes the pressure being dealt with is justified and it comes from a very righteous source, and other times it can be industry fluff and nonsense coming from nowhere. It is important to not only be able to diagnose the pressure and what it looks like, but also the justification and quality of it and what can come out the other end.
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)?
According to the textbook evidence-based management is “a commitment to make more informed and objective decisions based on the best available facts and evidence” (Daft, 2020, p. 543). Based off of this information evidence-based management is the most optimal approach for organizations to take in an ideal world. It is crucial in this management style too understand context, it can be easy to get caught up in numbers and metrics looking towards a goal and become so nearsighted that you lose track of the bigger picture. the evidence that is found and utilized must be the right evidence, “or organizations, this means that evidence is wrapped up in context, shared meaning, and interpersonal goal reconciliation” (Martelli, Tuna, 2018). An emphasis on facts and statistics is most definitely the way to most organizations and metrics seems to be trending whether it is nationally ranked companies, sporting organizations, or Instagram posts. However, there are a few set-backs from the perfect scenario “embedded in the definition of EBMgt is the implication that the ‘best available evidence’ should be marshaled in management decision making” (Martelli, Tuna, 2018). If an evidence based approach is used for management it must be done correctly in a way that ensures that the context of the evidence is correct and the evidence being utilized is the best available and most applicable for the certain scenario.
Chapter 13: In a rapidly changing organization, are decisions more likely to be made using the rational or political model of organization?
The rational approach “stresses is the need for systematic analysis of a problem followed by choice and implementation in a logical step by step sequence” (Daft, 2020, p. 531). Everything is structured very clearly and logically, there is an emphasis place on information, control and systems. This is not always achievable in real world scenarios; it is somewhat of a utopian perspective. The political model is a much more “push and pull” trajectory that features disagreement and a flurry of differentiating opinions and perspectives (p. 583). But most often comes of this situation is that managers and organizations strive for the rational approach and model as it seems to be the perfect mode of operation, but they slowly begin to realize that it is unachievable and resort to the political model in order to find notable progression.
What biblical implications should be included/addressed?
Biblical implications should be prioritized throughout all of these scenarios and conversations. While it holds strong value in the cultural and ethical perspective of an organization which has time and time again proven to be crucial to organizational success. There is also value in being anchored to a core truth in deeper meaning within an organization. Studies have found that when it comes to religious practice faith-based values “these values strengthen cohesion and loyalty within the owning family, which also provide bases for shared purposes and consensual decision making” (Sorenson, Milbrandt, 2023). Ihis proves that biblical implications should be included and addressed within the core of the company throughout the company. It should not be an afterthought or something that is done for public image and good standing. This stance is one that should be had within the executive office and decision makers, and down to the everyday employees, the value and purpose behind biblical implications cannot be understated.
How can/should a biblical worldview be applied?
When it comes to operating in organization and finding the best possible root for success there are many avenues to take. Operating under pressure, dealing with various management styles, and managing personnel is no small feat. That is why it is important to be anchored in something that has bigger meaning, a relationship with Christ. Everything we have on earth, our job, car, clothes, money is all borrowed from the Lord. The important things in life lose value when we place it on material possessions and finite feelings and emotions. Psalm 62:5-6 says it all “For God alone, O my soul, wait in silence, for my hope is from him. He only is my rock and my salvation, my fortress; I shall not be shaken” (ESV, 2001, Psalm 62:5-6). If we look to build a successful business or an organizational empire, it is best built on the rock of Christ, let Him be our fortress, not our quarterly goal metrics.
References:
Daft, R. L. (2020). Organization theory & design (13th ed.). Cengage Learning US. https://mbsdirect.vitalsource.com/books/9780357141618Links to an external site.
3. (Original Content Only) (400 words per replies) (APA citatons) (in-text citations are a mus) (citations must not be more than 5 years old)
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 believe that an outsider could discern about 50% of an organization’s underlying cultural values through the analysis of their symbols, ceremonies, dress, and other observable aspects. A large portion of an organization’s culture is displayed through observable symbols and rituals (Ahmad et al., 2020, p. 346). These can be evident in how employees interact with one another, how the office is designed, or if the organization’s mission statement or values are written or otherwise displayed on the walls. An outsider can also observe patterns of behavior and decision-making processes that can help them gain an objective perspective of how the employees function within their teams in the organization (Ahmad et al., 2020, p. 349). While these may be observable from the outside looking in, there are things which will not be visible. The informal networks, unwritten rules, and social structures of the organization may not be easy to observe. The outside will also lack any contextual information, meaning they will not understand the history of the organization or the dynamics and explanations as to why employees behave a certain way, or why processes are or were established. The outsider will also lack the depth of understanding that an insider has and may miss those subtle communication cues that an insider would easily recognize.
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, and I feel it truly encompasses the concept of organizational change and stability. Pressure for change occurs in the environment in many ways. One of the most common ways is through technological changes, but other methods include changes in market dynamics, regulatory changes, and competitive pressure from other organizations. These are all external pressures arising from the environment that are pushing an organization to change the way it functions and operates. Innovation is often a catalyst for organizational change, which can arise as a need to combat any of those above changes. It can also occur because of some of those changes, especially those centered around technology. Pressure for stability occurs internally from within an organization. Stability is necessary for organizations to maintain consistent processes and to achieve efficiencies in their operations (Zhang & Zhu, 2019, p. 1013). Organizational stability can lead to smooth functions, a reduction in uncertainty, and established policies and procedures. Furthermore, it can lead to happier employees that can feel comfortable knowing that there won’t be drastic changes that affect their employment status and livelihood. Internal pressure for organizational stability may therefore arise from employees who are demanding that stability. However, it may also come from the organizational culture or a need to protect the organization’s processes or resources.
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 commonly rely on their experience and intuition to make complex, non-programmed decisions. They draw upon their accumulated knowledge and past experiences, as well as their gut instincts, to make those decisions (Shafaghat et al., 2022, p. 8). I think that an effective manager would use that experience and intuition simultaneously with evidence-based management, as I believe that the two complement each other. By using both, a manager can leverage their personal experience and intuition with the facts and data of the evidence-based management. This can lead to a more informed decision-making process. A manager can decide how much of each tool they want to use. For example, they could make an initial decision based on their experience and instinct, and then utilize the evidence-based management process to either confirm, alter, or deny that initial decision. They could also use the evidence-based management process to research the problem at hand, review the facts and information, and then make a decision in line with that information as well as their intuition (Shafaghat et al., 2022, p. 9). I think that the evidence-based management is a powerful tool that should not be overlooked, as it can help managers reduce uncertainty, make more informed decisions, and reduce or mitigate their personal biases. It can also grant managers a new perspective or insight into what was once a routine problem and decision, which helps the manager keep an open mind and approach innovative or alternative ideas that may be more beneficial to the organization.
Chapter 13: In a rapidly changing organization, are decisions more likely to be made using the rational or political model of organization?
During times of rapid change within an organization, decisions will be more likely to be made using the political model of organization rather than the rational model. The rational model of organization is based on the premise that a decision is made by a process of identifying goals and objectives, researching relevant information and data, evaluating alternative decisions, and then selecting the course of action based upon logic and analysis. The rational model of organization can be adversely affected by the rapidly changing, fast-paced business environment, making it difficult for managers to follow through with that whole process when they are under time constraints. The rational model of organization is therefore more applicable during times of stability and in predictable environments (Bentley et al., 2021, p. 461). The political model of organization understands that decisions are often influenced by the power dynamics and interests of the stakeholders (Zhang & Zhu, 2019, p. 1013). During times of rapid change, a decision-maker may prioritize their alliances and personal agendas to gather support for their decision. While it may be less objective and rational, the political model of organization can be beneficial in expediting the decision-making process when enduring time constraints (Bentley et al., 2021, p. 452). The political model of organization is therefore more applicable to the rapidly changing business environment from this scenario.
What biblical implications should be included/addressed? How can/should a biblical worldview be applied?
A biblical implication of this week’s discussion prompt, especially regarding management and decision-making, is the importance of seeking guidance. The Bible and our faith are full of wisdom and guidance, and we should be utilizing that along with logic, reasoning, and colleagues when making decisions that affect ourselves, our employees, and our organization. Proverbs 11:14 says “For lack of guidance a nation falls, but victory is won through many advisers” (New International Version, 1978/2011). We have an abundance of advisers around us, whether that be God, members of our faith, coworkers, mentors, subordinates, family, and friends. We should rely on these beings when we make decisions to ensure that those decisions are what is best for everyone involved. I also believe that the experience of one person is not as powerful as the experience of many when it comes to making an informed decision in the workplace.
References:
Ahmad, A. B., Butt, A. S., Chen, D., & Liu, B. (2020). A mediated model of the effect of organizational culture on the intentions to engage in change-supportive behaviors: Insights from the theory of planned behavior. Journal of Management &Organization, 29(2), 345–365. https://doi.org/10.1017/jmo.2020.41
Bentley, J. R., Robinson, J. L., & Zanhour, M. (2021). Managerial political skill and achieved supply chain integration: The mediating effects of Supply Chain Orientation and organizational politics. Supply Chain Management: An International Journal, 27(3), 451–465. https://doi.org/10.1108/scm-11-2020-0561
New International Version Bible. (2011). The NIV Bible. https://www.thenivbible.com (Original work published 1978)
Shafaghat, T., Bastani, P., Nasab, M. H., Bahrami, M. A., Montazer, M. R., Zarchi, M. K., & Edirippulige, S. (2022). A framework of evidence-based decision-making in Health System Management: A best-FIT framework synthesis. Archives of Public Health, 80(1), 1–20. https://doi.org/10.1186/s13690-022-00843-0
