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For this week’s discussion, you are asked to research
a bioterrorist incident. Begin by reviewing the Media Focus
video on bioterrorism in Week 3 of the Content and
Activties, then explore the Internet.
Give an example and details from national/international news of
a bioterrorist attack.
Address all of the following in your post:
· What was the classification of biological agent used in the
attack?
· Discuss the implications of the biological agent.
· Discuss the therapy for the biological agent.
· What are the decontamination procedures for the biological
agent used in the attack?
· Define the appropriate level of PPE required for this type of
biological agent?
In your post, provide the name of the incident you have chosen,
and support your answers with evidence/examples. Please
provide a working link and a citation for your source(s).
In your replies to peers, compare the different biological agents,
their implications and therapies. Discuss the different types of
decontamination procedures and levels of PPE that would be
required.
Support your answer with evidence from scholarly sources.
Discussion Board: Managing Dynamic Organizational Processes
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.
Daft (2021) notes that culture is, “the set of values,
norms, guiding beliefs, and understandings that is shared by
members of an organization and taught to new members as the
correct way to think, feel, and behave” (p. 445). Culture al lows
employees to integrate into a common environment and aids in
adjusting to the external environment (Daft, 2021). An outside
observer would be able to analyze symbols, ceremonies, dress,
and other aspects of an organization and could accurately
discern about 30% of an organization's cultural values.
Symbols, ceremonies, dress, and other visually identifiable
aspects of culture do not make up a large amount of
organizational culture. The internal integration of coworkers
guides employees' working relationships, interactions,
communication, behaviors, and power structure (Daft, 2021).
These are not easily identifiable from an outsider.
An insider with several years of experience could more
accurately gauge an organization’s cultural beliefs. About 90%
of an organization’s culture could be projected by an employee
after working at the same company for several years. This
employee would be able to see day-to-day relationships, how
goals are met with outsiders, professional development, and
even what nonconforming behaviors are accepted (Daft, 2021).
This knowledge is developed with hands-on experience that an
outsider may not see from the outside over a short period.
Sahoo (2022) notes that organizational culture must be aligned
with company policies, procedures, and goals for them to have
any chance of succeeding as they have a large impact on how an
organization operates.
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 the above statement. Daft (2021) notes
that:
“Technological advances, changing markets, increasing
government regulation, e-business and mobile commerce,
shifting social attitudes, global economic turbulence, social
media and the digital information revolution, and the growing
power of Arab countries and the BRIC nations (Brazil, Russia,
India, and China) have brought about an uncertain globalized
economy that affects every business, from the largest to the
smallest, creating more threats as well as more opportunities”
(p. 480).
This passage demonstrates the sheer number of environmental
forces that can pressure organizational change. Janka et al.
(2019) note that stability is often sought after internally as the
more a company stays the course, the more change employees
feel that their job is not on the line. While many depict stability
as a bad thing, Janka et al. (2019) note that innovation is still
possible in highly stable organizations through cultural
controls.
Environmental forces can pressure companies to change
and innovate to remain relevant in the marketplace or may even
force a company to change its domain or environment to survive
(Daft, 2021). Azadegan et al. (2021) provide several examples
of companies that were forced to change their business models
throughout the pandemic due to supply chain disruptions and
lockdowns. While stability in these crises is sought internally,
companies can sometimes only achieve stability through change.
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)?
Evidence-based management is one of the ways
managers can overcome cognitive biases (Daft, 2021). Daft
(2021) states that evidence-based management, “means a
commitment to make more informed and objective decisions
based on the best available facts and evidence” (p. 543). This
enables managers to look at data and make decisions
objectively. Combining this management style with intangibles
and soft skills is what makes good managers great ones. Daft
(2021) notes that other ways to overcome biases include
encouraging dissent and diversity along the decision-making
process. Having employees with a questioning attitude can
provide managers with outside thoughts before making final
decisions.
Chapter 13: In a rapidly changing organization, are decisions
more likely to be made using the rational or political model of
organization?
The rational model of an organization utilizes readily
identifiable goals, steps, and decisions (Daft, 2021). Choices
are made according to which one has the highest chance of
success and is, "characterized by centralized power and control,
extensive information systems, and an efficiency orientation”
(p. 583). The political model is the opposite of the rational
model and is comprised of conflict, disagreement, ambiguous
information, and group think decision-making (Daft, 2021).
While many companies operate both models, an organization
that is rapidly changing must utilize the political model. It is
more flexible to the many unexpected situations that arise in a
dynamic organization that deals with a high amount of conflict.
The rational model should not be used in a dynamic
organization as the set steps and procedures will not be able to
be followed to make decisions if they are not established for the
varying situations that occur.
A caveat to choosing the political process is that
additional tactics for enhancing collaboration may be needed
due to the higher incidence of conflict. Daft (2021)
demonstrates these tactics include creating integration devices,
using confrontation and negotiation, scheduling intergroup
consultation, establishing member rotations, and creating shared
missions and subordinate goals.
What biblical implications should be included/addressed?
Matthew 18: 15-16 (New International Version
Bible, 1978/2011) demonstrates the need for people to resolve
their difference in private, and if unable to do so find a
mediator that can help. Telling one the sins committed against
them allows faults to be healed amongst brothers who are
gained in Christ. This example of mediation and dispute
resolution can be utilized in the workspace and in companies
that adopt the political model as described above.
How can/should a biblical worldview be applied?
A biblical worldview can be applied across an
organization. In addition to the conflict resolution described
above organizations should look at Philippians 2:3-4 which
states, “Do nothing out of selfish ambition or vain
conceit. Rather, in humility value others above yourselves, not
looking to your own interests but each of you to the interests of
the others” (New International Version Bible, 1978/2011). This
demonstrates the importance of people helping their brothers in
Christ. Organizational goals and corporate social responsibility
initiatives are examples of some ways companies can seek to
improve the communities that they operate in.
References
Azadegan, A., Shaheen, I., Linderman, K. and Fereidooni,
A. (2021). Leadership styles in supply chain disruptions: A
multimethod evaluation based on practitioner
insights. International Journal of Operations & Production
Management, 41(10), 1615-1632. https://doi-
org.ezproxy.liberty.edu/10.1108/IJOPM-10-2020-0684
Daft, R. L. (2021). Organization theory & design (13th ed.).
Cengage.
Janka, M., Xaver, H., & Guenther, T. W. (2020). Beyond the
“good” and “evil” of stability values in organizational culture
for managerial innovation: The crucial role of management
controls. Review of Managerial Science, 14(6), 1363-1404.
https://doi.org/10.1007/s11846-019-00338-3
New International Version Bible. (2011). Zondervan. (Original
work published 1978)
Sahoo, S. (2022). Lean practices and operational performance:
the role of organizational culture. International Journal of
Quality & Reliability Management, 39(2), 428-467. https://doi-
org.ezproxy.liberty.edu/10.1108/IJQRM-03-2020-0067
Is it 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?
The short answer to this question is no, an outsider
cannot accurately determine the intricacies of the underlying
cultural values within an organization by analyzing symbols,
ceremonies, dress, or other observable aspects of culture. This
is due to the simple fact that the listed are found within the
visible elements of culture and the underlying elements define
the culture within an organization through unconscious actions
found within values, assumptions, belief systems, and thought
processes (Daft, 2021). As such, it would take an insider with
experience within the organization to be able to lay out the
intricacies of the underlying cultural values. Daft (2021) gives
tangible examples of corporations working to influence the
underlying cultural values by implementing visible elements of
culture such as no separate offices or the use of the informal
form of address versus the formal. It may be safe to say that one
can make assertions as to what they believe the underlying
cultural values may be base on other research, but without the
insider knowledge, these will be just assertions.
Chapter 12
A noted organization theorist once said, "Pressure for change
originates in the environment. Pressure for stability originates
within the organization." Do you agree?
Based on the reading, this statement is true. The
environment provides the pressure necessary to induce change.
This can be caused by technological advances or customer
demands. It is through change that a company maintains its
relevancy within an industry. Should they remain stagnant, then
it is likely that the organizations willing to adapt and change
accordingly will pass them by. The environment generates three
forms of change: episodic, continuous, and disruptive (Daft,
2021). Episodic change occurs when there are relatively long
periods of stability with minimal change. In today’s
environment, this appears to be a thing of the past. The change
today’s managers typically encounter is continuous change and
disruptive change. This is due to the continued development of
technology and products. Continuous change becomes
disruptive change, and innovation, when the process of
innovating a product of service starts off small and ends up
revolutionizing an industry (Daft, 2021). It is also true that
stability originates within the organization. This is something
that managers prefer as it makes for easy planning and increases
efficiency. However, with regular changes occurring in the
current global environment, managers need to ensure change has
been built into the organizational structure in order to inspire
innovation while simultaneously encouraging efficiency (Daft,
2021).
Chapter 13
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)?
Intuitive decision making is the use of experience and
judgment as the basis for making a decision (Daft, 2021). This
form of decision making can be crucial during a time of crisis
where time is of the essence. The intuitive decision making
process is also where managers are able to utilize intangible
factors as an influence in their decisions. On the other end of
the spectrum is the evidence-based management style of
decision making, or the decision making process in which
evidence and available facts are utilized to make an informed
and objective decision (Daft, 2021). Daft (2021) continues to
state that the encouragement of dissent and diversity is a
significant way disrupt the influence of the cognitive biases that
tend to be the foundation of intuitive decision making. This can
be done through the utilization of a devil’s advocate; essentially
someone who asks why in order to challenge the immediate
thought process to ensure the validity. There is also the use of
two parallel teams working to solve the same problem. This is
known as ritual dissent. Though the end goal of each team is the
same, the hope is that each team will develop and defend their
own solutions against the ridicule of the other team (Daft,
2021). Again, the intent here is to poke holes in the proposed
solutions in an attempt to strengthen the final decision. It is
thought that in order to make this form of decision making a
regular part of business and viewed as a primary form of
decision making, business schools have to be the pioneers. That
is to say that they need to not only teach it, but embody it
(Leroy et al., 2022).
Chapter 14
In a rapidly changing organization, are decisions more likely to
be made using the rational or political model of organization?
The rational model of organization is one in which
everything is measured and weighed prior to the making of a
decision. Tis includes the defining of goals, identifying
alternative courses of action, and selecting the choice with the
highest probability of success (Daft, 2021). This sounds like the
ideal scenario for decision making and organizational model.
Unfortunately, it is not viewed as sustainable in the ever -
changing environment organizations find themselves in today
(Daft, 2021). Although managers try to adopt the rational model
of organization, the simple truth is that it is not sustainable as
conflict can be found even within a single organization. This
tends to be interdepartmental disputes over assets and therefore
a manager has to ensure that they are working to maintain a
level of contentment throughout the organization during and
after decisions have been made. Once again, it is typical to find
the use of both models being utilized within an organization.
However, in terms of operating within a rapidly changing
environment, a manager will likely not have the time to
implement the rational model of organization and will have to
lean on the political model.
Biblical Integration
What biblical implications should be included/addressed?
While the development of organizational culture is
extremely important to the passing of crucial knowledge from
one generation of workers to another as well as the development
of increased levels of satisfaction and commitment (“Informal
learning and work engagement among older workers: The
importance of organizational culture,” 2022), Christians must
ensure to guard their hearts and minds from worldly forms of
thinking and operating. Romans states that Christians should
“not be conformed to this world, but be transformed by the
renewal of your mind, that by testing you may discern what is
the will of God, what is good and acceptable and perfect”
(English Standard Version Bible, 2001/2016, Romans 12:2). As
such, Christian business professionals should seek God’s
wisdom when determining ways to develop the organizatio nal
culture. It is also important to understand that the visible
changes may, or may not, impact the underlying values as
intended.
How can/should a biblical worldview be applied?
The utilization of a devil’s advocate or ritual dissent
can be viewed as a form of utilizing multiple consultants. The
bible states that “where there is no guidance, a people falls, but
in an abundance of counselors there is safety” (English Standard
Version Bible, 2001/2016, Proverbs 11:14). While the decision
is ultimately the manager’s, this individual can benefit greatly
from the collaboration of others. God does not want His people
to walk through the world on their own attempting to make all
their life decisions in a bubble, and He would not want business
professionals to operate alone either.
References
Daft, R. L. (2021). Organization Theory and Design (13th ed.).
Cengage Learning.
English Standard Bible. (2016).
BibleGateway. https://www.biblegateway.com/ (Original work
published 2001)
Informal learning and work engagement among older workers:
The importance of organizational culture. (2022). Development
and Learning in Organizations, 36(2), 48-50.
https://doi.org/10.1108/DLO-08-2021-0144
Leroy, H. L., Anisman-Razin, M., Avolio, B. J., Bresman, H.,
Stuart Bunderson, J., Burris, E. R., Claeys, J., Detert, J. R.,
goni, L., Giessner, S. R., Kniffin, K. M., Kolditz, T., Petriglieri,
G., Pettit, N. C., Sitkin, S. B., Van Quaquebeke, N., &
Vongswasdi, P. (2022). Walking our evidence-based talk: The
case of leadership development in business schools. Journal of
Leadership & Organizational Studies, 29(1), 5-32.
https://doi.org/10.1177/15480518211062563

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For this week’s discussion, you are asked to research a bioterrori

  • 1. For this week’s discussion, you are asked to research a bioterrorist incident. Begin by reviewing the Media Focus video on bioterrorism in Week 3 of the Content and Activties, then explore the Internet. Give an example and details from national/international news of a bioterrorist attack. Address all of the following in your post: · What was the classification of biological agent used in the attack? · Discuss the implications of the biological agent. · Discuss the therapy for the biological agent. · What are the decontamination procedures for the biological agent used in the attack? · Define the appropriate level of PPE required for this type of biological agent? In your post, provide the name of the incident you have chosen, and support your answers with evidence/examples. Please provide a working link and a citation for your source(s). In your replies to peers, compare the different biological agents, their implications and therapies. Discuss the different types of decontamination procedures and levels of PPE that would be required. Support your answer with evidence from scholarly sources. Discussion Board: Managing Dynamic Organizational Processes 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. Daft (2021) notes that culture is, “the set of values,
  • 2. norms, guiding beliefs, and understandings that is shared by members of an organization and taught to new members as the correct way to think, feel, and behave” (p. 445). Culture al lows employees to integrate into a common environment and aids in adjusting to the external environment (Daft, 2021). An outside observer would be able to analyze symbols, ceremonies, dress, and other aspects of an organization and could accurately discern about 30% of an organization's cultural values. Symbols, ceremonies, dress, and other visually identifiable aspects of culture do not make up a large amount of organizational culture. The internal integration of coworkers guides employees' working relationships, interactions, communication, behaviors, and power structure (Daft, 2021). These are not easily identifiable from an outsider. An insider with several years of experience could more accurately gauge an organization’s cultural beliefs. About 90% of an organization’s culture could be projected by an employee after working at the same company for several years. This employee would be able to see day-to-day relationships, how goals are met with outsiders, professional development, and even what nonconforming behaviors are accepted (Daft, 2021). This knowledge is developed with hands-on experience that an outsider may not see from the outside over a short period. Sahoo (2022) notes that organizational culture must be aligned with company policies, procedures, and goals for them to have any chance of succeeding as they have a large impact on how an organization operates. 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 the above statement. Daft (2021) notes that: “Technological advances, changing markets, increasing government regulation, e-business and mobile commerce, shifting social attitudes, global economic turbulence, social media and the digital information revolution, and the growing
  • 3. power of Arab countries and the BRIC nations (Brazil, Russia, India, and China) have brought about an uncertain globalized economy that affects every business, from the largest to the smallest, creating more threats as well as more opportunities” (p. 480). This passage demonstrates the sheer number of environmental forces that can pressure organizational change. Janka et al. (2019) note that stability is often sought after internally as the more a company stays the course, the more change employees feel that their job is not on the line. While many depict stability as a bad thing, Janka et al. (2019) note that innovation is still possible in highly stable organizations through cultural controls. Environmental forces can pressure companies to change and innovate to remain relevant in the marketplace or may even force a company to change its domain or environment to survive (Daft, 2021). Azadegan et al. (2021) provide several examples of companies that were forced to change their business models throughout the pandemic due to supply chain disruptions and lockdowns. While stability in these crises is sought internally, companies can sometimes only achieve stability through change. 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)? Evidence-based management is one of the ways managers can overcome cognitive biases (Daft, 2021). Daft (2021) states that evidence-based management, “means a commitment to make more informed and objective decisions based on the best available facts and evidence” (p. 543). This enables managers to look at data and make decisions objectively. Combining this management style with intangibles and soft skills is what makes good managers great ones. Daft (2021) notes that other ways to overcome biases include encouraging dissent and diversity along the decision-making process. Having employees with a questioning attitude can
  • 4. provide managers with outside thoughts before making final decisions. Chapter 13: In a rapidly changing organization, are decisions more likely to be made using the rational or political model of organization? The rational model of an organization utilizes readily identifiable goals, steps, and decisions (Daft, 2021). Choices are made according to which one has the highest chance of success and is, "characterized by centralized power and control, extensive information systems, and an efficiency orientation” (p. 583). The political model is the opposite of the rational model and is comprised of conflict, disagreement, ambiguous information, and group think decision-making (Daft, 2021). While many companies operate both models, an organization that is rapidly changing must utilize the political model. It is more flexible to the many unexpected situations that arise in a dynamic organization that deals with a high amount of conflict. The rational model should not be used in a dynamic organization as the set steps and procedures will not be able to be followed to make decisions if they are not established for the varying situations that occur. A caveat to choosing the political process is that additional tactics for enhancing collaboration may be needed due to the higher incidence of conflict. Daft (2021) demonstrates these tactics include creating integration devices, using confrontation and negotiation, scheduling intergroup consultation, establishing member rotations, and creating shared missions and subordinate goals. What biblical implications should be included/addressed? Matthew 18: 15-16 (New International Version Bible, 1978/2011) demonstrates the need for people to resolve their difference in private, and if unable to do so find a mediator that can help. Telling one the sins committed against them allows faults to be healed amongst brothers who are gained in Christ. This example of mediation and dispute resolution can be utilized in the workspace and in companies
  • 5. that adopt the political model as described above. How can/should a biblical worldview be applied? A biblical worldview can be applied across an organization. In addition to the conflict resolution described above organizations should look at Philippians 2:3-4 which states, “Do nothing out of selfish ambition or vain conceit. Rather, in humility value others above yourselves, not looking to your own interests but each of you to the interests of the others” (New International Version Bible, 1978/2011). This demonstrates the importance of people helping their brothers in Christ. Organizational goals and corporate social responsibility initiatives are examples of some ways companies can seek to improve the communities that they operate in. References Azadegan, A., Shaheen, I., Linderman, K. and Fereidooni, A. (2021). Leadership styles in supply chain disruptions: A multimethod evaluation based on practitioner insights. International Journal of Operations & Production Management, 41(10), 1615-1632. https://doi- org.ezproxy.liberty.edu/10.1108/IJOPM-10-2020-0684 Daft, R. L. (2021). Organization theory & design (13th ed.). Cengage. Janka, M., Xaver, H., & Guenther, T. W. (2020). Beyond the “good” and “evil” of stability values in organizational culture for managerial innovation: The crucial role of management controls. Review of Managerial Science, 14(6), 1363-1404. https://doi.org/10.1007/s11846-019-00338-3 New International Version Bible. (2011). Zondervan. (Original work published 1978) Sahoo, S. (2022). Lean practices and operational performance: the role of organizational culture. International Journal of Quality & Reliability Management, 39(2), 428-467. https://doi- org.ezproxy.liberty.edu/10.1108/IJQRM-03-2020-0067
  • 6. Is it 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? The short answer to this question is no, an outsider cannot accurately determine the intricacies of the underlying cultural values within an organization by analyzing symbols, ceremonies, dress, or other observable aspects of culture. This is due to the simple fact that the listed are found within the visible elements of culture and the underlying elements define the culture within an organization through unconscious actions found within values, assumptions, belief systems, and thought processes (Daft, 2021). As such, it would take an insider with experience within the organization to be able to lay out the intricacies of the underlying cultural values. Daft (2021) gives tangible examples of corporations working to influence the underlying cultural values by implementing visible elements of culture such as no separate offices or the use of the informal form of address versus the formal. It may be safe to say that one can make assertions as to what they believe the underlying cultural values may be base on other research, but without the insider knowledge, these will be just assertions. Chapter 12 A noted organization theorist once said, "Pressure for change originates in the environment. Pressure for stability originates within the organization." Do you agree? Based on the reading, this statement is true. The environment provides the pressure necessary to induce change. This can be caused by technological advances or customer demands. It is through change that a company maintains its relevancy within an industry. Should they remain stagnant, then it is likely that the organizations willing to adapt and change accordingly will pass them by. The environment generates three forms of change: episodic, continuous, and disruptive (Daft, 2021). Episodic change occurs when there are relatively long
  • 7. periods of stability with minimal change. In today’s environment, this appears to be a thing of the past. The change today’s managers typically encounter is continuous change and disruptive change. This is due to the continued development of technology and products. Continuous change becomes disruptive change, and innovation, when the process of innovating a product of service starts off small and ends up revolutionizing an industry (Daft, 2021). It is also true that stability originates within the organization. This is something that managers prefer as it makes for easy planning and increases efficiency. However, with regular changes occurring in the current global environment, managers need to ensure change has been built into the organizational structure in order to inspire innovation while simultaneously encouraging efficiency (Daft, 2021). Chapter 13 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)? Intuitive decision making is the use of experience and judgment as the basis for making a decision (Daft, 2021). This form of decision making can be crucial during a time of crisis where time is of the essence. The intuitive decision making process is also where managers are able to utilize intangible factors as an influence in their decisions. On the other end of the spectrum is the evidence-based management style of decision making, or the decision making process in which evidence and available facts are utilized to make an informed and objective decision (Daft, 2021). Daft (2021) continues to state that the encouragement of dissent and diversity is a significant way disrupt the influence of the cognitive biases that tend to be the foundation of intuitive decision making. This can be done through the utilization of a devil’s advocate; essentially someone who asks why in order to challenge the immediate thought process to ensure the validity. There is also the use of
  • 8. two parallel teams working to solve the same problem. This is known as ritual dissent. Though the end goal of each team is the same, the hope is that each team will develop and defend their own solutions against the ridicule of the other team (Daft, 2021). Again, the intent here is to poke holes in the proposed solutions in an attempt to strengthen the final decision. It is thought that in order to make this form of decision making a regular part of business and viewed as a primary form of decision making, business schools have to be the pioneers. That is to say that they need to not only teach it, but embody it (Leroy et al., 2022). Chapter 14 In a rapidly changing organization, are decisions more likely to be made using the rational or political model of organization? The rational model of organization is one in which everything is measured and weighed prior to the making of a decision. Tis includes the defining of goals, identifying alternative courses of action, and selecting the choice with the highest probability of success (Daft, 2021). This sounds like the ideal scenario for decision making and organizational model. Unfortunately, it is not viewed as sustainable in the ever - changing environment organizations find themselves in today (Daft, 2021). Although managers try to adopt the rational model of organization, the simple truth is that it is not sustainable as conflict can be found even within a single organization. This tends to be interdepartmental disputes over assets and therefore a manager has to ensure that they are working to maintain a level of contentment throughout the organization during and after decisions have been made. Once again, it is typical to find the use of both models being utilized within an organization. However, in terms of operating within a rapidly changing environment, a manager will likely not have the time to implement the rational model of organization and will have to lean on the political model. Biblical Integration What biblical implications should be included/addressed?
  • 9. While the development of organizational culture is extremely important to the passing of crucial knowledge from one generation of workers to another as well as the development of increased levels of satisfaction and commitment (“Informal learning and work engagement among older workers: The importance of organizational culture,” 2022), Christians must ensure to guard their hearts and minds from worldly forms of thinking and operating. Romans states that Christians should “not be conformed to this world, but be transformed by the renewal of your mind, that by testing you may discern what is the will of God, what is good and acceptable and perfect” (English Standard Version Bible, 2001/2016, Romans 12:2). As such, Christian business professionals should seek God’s wisdom when determining ways to develop the organizatio nal culture. It is also important to understand that the visible changes may, or may not, impact the underlying values as intended. How can/should a biblical worldview be applied? The utilization of a devil’s advocate or ritual dissent can be viewed as a form of utilizing multiple consultants. The bible states that “where there is no guidance, a people falls, but in an abundance of counselors there is safety” (English Standard Version Bible, 2001/2016, Proverbs 11:14). While the decision is ultimately the manager’s, this individual can benefit greatly from the collaboration of others. God does not want His people to walk through the world on their own attempting to make all their life decisions in a bubble, and He would not want business professionals to operate alone either. References Daft, R. L. (2021). Organization Theory and Design (13th ed.). Cengage Learning. English Standard Bible. (2016). BibleGateway. https://www.biblegateway.com/ (Original work published 2001)
  • 10. Informal learning and work engagement among older workers: The importance of organizational culture. (2022). Development and Learning in Organizations, 36(2), 48-50. https://doi.org/10.1108/DLO-08-2021-0144 Leroy, H. L., Anisman-Razin, M., Avolio, B. J., Bresman, H., Stuart Bunderson, J., Burris, E. R., Claeys, J., Detert, J. R., goni, L., Giessner, S. R., Kniffin, K. M., Kolditz, T., Petriglieri, G., Pettit, N. C., Sitkin, S. B., Van Quaquebeke, N., & Vongswasdi, P. (2022). Walking our evidence-based talk: The case of leadership development in business schools. Journal of Leadership & Organizational Studies, 29(1), 5-32. https://doi.org/10.1177/15480518211062563