Running head: discussion Board 4 1 discussion Board 4 6Discussion Board 4: Chapter 10 Question Discussion Board 4: Chapter 10 Question· 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. In 1980s, an American management professor named Edgar Schein developed an organizational culture model to define and reveal organizational culture as a powerful force in an organization (Hogan & Coote, 2014). Schein (1995) considered organizational culture as a set of assumptions that are a social force in a company. This social force is largely unseen yet extremely powerful (Hogan & Coote, 2014). Daft (2016) describes culture as a “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. 386). Organizational culture is the intangible, informal, social behavior of the organization. Organizational culture is reflected in the image, inner dealings, and interactions with outside organizations and customers, and expectations. Although employees may come from different social backgrounds and have different education and experience levels, the organizational culture binds and shapes the organization. It is the written and unwritten rules and the shared attitudes, beliefs, customs of the employees and impacts the efficiency and performance of the organization. Organizational culture is evident in the following ways: (1) the ways the organization conducts its business, treats its employees, customers, and the wider community, (2) the extent to which freedom is allowed in decision making, developing new ideas, and personal expression, (3) how power and information flow through its hierarchy, and  (4) how committed employees are towards collective objectives. (“Organizational Culture,” 2018, para. 1) Organizational culture significantly influences innovation, change, effectiveness, and, ultimately company success. Organizational culture is viewed at two levels: observable and underlying. The observable level are the visible, surface elements of the organization. At this level, external parties are able to view the symbols, ceremonies, stories, behaviors, dress, and physical setting of the organization (Daft, 2016). At the observable level, behavior patterns and outward manifestations of culture can be seen and heard. Artifacts, logos, slogans are typically used by organizations to portray to company’s values to the external public. At the unseen, underlying level of organizational culture, the deeper values, assumptions, attitudes, beliefs, and feelings of the organizational members are unconsciously at work defining the culture (D.

1. Running head: discussion Board 4 1
discussion Board 4 6Discussion Board 4: Chapter 10 Question
Discussion Board 4: Chapter 10 Question· 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.
In 1980s, an American management professor named Edgar
Schein developed an organizational culture model to define and
reveal organizational culture as a powerful force in an
organization (Hogan & Coote, 2014). Schein (1995) considered
organizational culture as a set of assumptions that are a social
force in a company. This social force is largely unseen yet
extremely powerful (Hogan & Coote, 2014).
Daft (2016) describes culture as a “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. 386). Organizational culture is the
intangible, informal, social behavior of the organization.
Organizational culture is reflected in the image, inner dealings,
and interactions with outside organizations and customers, and
expectations. Although employees may come from different
social backgrounds and have different education and experience
levels, the organizational culture binds and shapes the
organization. It is the written and unwritten rules and the
shared attitudes, beliefs, customs of the employees and impacts
the efficiency and performance of the organization.
Organizational culture is evident in the following ways:
(1) the ways the organization conducts its business, treats its
employees, customers, and the wider community,
(2) the extent to which freedom is allowed in decision making,

2. developing new ideas, and personal expression,
(3) how power and information flow through its hierarchy, and
(4) how committed employees are towards collective objectives.
(“Organizational Culture,” 2018, para. 1)
Organizational culture significantly influences innovation,
change, effectiveness, and, ultimately company success.
Organizational culture is viewed at two levels: observable and
underlying. The observable level are the visible, surface
elements of the organization. At this level, external parties are
able to view the symbols, ceremonies, stories, behaviors, dress,
and physical setting of the organization (Daft, 2016). At the
observable level, behavior patterns and outward manifestations
of culture can be seen and heard. Artifacts, logos, slogans are
typically used by organizations to portray to company’s values
to the external public.
At the unseen, underlying level of organizational culture, the
deeper values, assumptions, attitudes, beliefs, and feelings of
the organizational members are unconsciously at work defining
the culture (Daft, 2016). This is the deep-seeded, hidden level
of organizational culture and cannot be viewed by external
parties. These are the true values of the organization and can
only be tested and seen within the organization by the
employees through experience. Organizational ethics, control &
decision making, responsibility, and commitment are all part of
this level.
Culture plays a vital role in creating an organizational climate
that enables learning and
innovation when faced with challenges, competitive threats, or
new opportunities (Daft, 2016). A strong, positive cultural
environment impacts employee’s responsiveness, motivation,
resiliency, and adaptability to change. The right culture drives
performance; therefore, creating and influencing a constructive
culture in an organization culture should be one of a manager’s
top focus areas (Daft, 2016). Observable behavior of managers
who promote a constructive culture is they focus their attention
on their employee’s needs and initiates change when it is for the

3. greater good of the organization (Daft, 2016). The underlying,
unseen values of managers who foster a constructive culture is
they care deeply for all members of the organization, internal
and external, and they value their employees and the processes
that improve the organization (Daft, 2016).
Managers who allow non-constructive culture in their
organization emphasize structure and consistency. “Their
values discourage risk-taking and change” (Daft, 2016, p. 399).
The observable behavior of a manager who enforces a non-
constructive culture is they are bureaucratic and detached (Daft,
2016). They do not like to cause waves, take risks, or make
necessary change. The underlying values of managers who
permit a non-constructive culture are they career-focused and
care more about themselves, than their employees or the
organization. They value the status quo over change initiatives
(Daft, 2016).
A world of information is at the fingertips of the researcher.
With the use of the internet, outsiders can gain a wealth of
information and knowledge about a company. With a few key
strokes, the outsider can discover and interpret the culture of
the organization based on the observable artifacts. The outsider
can study the company’s mission, vision, rites, ceremonies,
slogans, logos, and organizational structure. If the outsider
searchers more extensively, they may be able to find the
organization’s employee policies, which outlines dress,
corporate policies and structure. However, the outsider is
limited to the observable aspects of the organizations culture.
The outsider may be able to glean about 45% of the company’s
underlying culture by examining the values, assumptions,
visible artifacts, and behaviors. By visiting the organization,
the outsider may be able to interpret the work environment,
employee and management attitudes and behaviors, stories and
sayings, power relationships, and structure. However, as
previously mentioned, the observable behaviors are a
manifestation of the underlying company values (Daft, 2016).
For the outsider to truly be able to discern the underlying

4. culture of an organization, they must become an insider of the
organization. Employees within the organization with several
years of experience will have first-hand knowledge and
experience with the underlying values of the organization.
Additionally, as an employee they will help shape underlying
organizational values. According to Daft (2016), “To
understand what is really going on in an organization requires
some detective work and probably some experience as an
insider” (p. 389). Only by becoming an insider, will one be
able to know if the observable behaviors line up with the
underlying values. Biblical Integration
God created societies culture. In Acts 17:26, “From one man he
made all the nations, that they should inhabit the whole earth;
and he marked out their appointed times in history and the
boundaries of their lands” (New International Version). In the
Old Testament, at the tower of Babel, God used language to
separate the people into societies and cultures throughout the
world. Although, we are divided, God also tells use to work
and live together in harmony. Live and work in harmony with
one another. Romans 12:16-18, “Do not be haughty, but
associate with the lowly. Never be wise in your own sight.
Repay no one evil for evil, but give thought to do what is
honorable in the sight of all. If possible, so far as it depends on
you, live peaceably with all” (English Standard Version).
Whether at work, in the church, or within our family, one must
strive to create a strong, constructive culture. Conclusion
Organizational culture is a driving force behind any
organization. A constructive organizational culture can propel
an organization forward, but a non-constructive organization
can hamper organizational growth. Organizational culture is
viewed from two levels: observable and underlying. The
observable aspect can be evaluated from the outsider. It is the
symbols, slogans, behaviors, dress and physical setting of the
organization. The underlying values are the values,
assumptions, and beliefs within the organization. The
observable elements are a manifestation of the underlying

5. values, but to truly be able to interpret the underlying values,
one must be an insider.
References
Daft, R.L. (2016). Organization theory & design (12th ed.)
Boston, MA: Cengage Learning.
Hogan, S. J., & Coote, L. V. (2014). Organizational culture,
innovation, and performance: A test
of schein's model. Journal of Business Research, 67(8), 1609-
1621. doi:10.1016/j.jbusres.2013.09.007
Mitrovic, S., Grubic-Nesic, L., Milisavljevic, S., Melovic, B., &
Babinková, Z. (2014).
manager's assessment of organizational culture. E+M Ekonomie
a Management, 17(3), 35.
Organizational Culture. (2018). In Business Dictionary online.
Retrieved from
http://www.businessdictionary.com/definition/organizational-
culture.html
Schein, E.H. (1995). Organizational culture and leadership. San
Francisco: Jossey-Bass,
Running head: DB FOUR - WEEK 7 1
DB FOUR– WEEK 7 2

6. Discussion Board Four
Discussion Board Four
Discussion board four forum will review chapter 12
question in context of manager experience and intuition
application to make complex non-programed decisions and how
then would one apply an evidence-based management approach.
This discussion board will review if both are necessary and how
to find a balance between facts and data and discovering how
experience and intuition may or may not play a role in
management decisions. In particular it is important to note that
the type of decision making being focused on is the complex
non-programed decisions.
Type of Decisions
Picture driving in your car to a familiar route. The turns
and scenery is familiar and at times one may even end up at the
destination without recalling specifics of the commute. Take the
same route, and insert a detour that was unexpected, the mind
needs to shift to knowing and understanding new directions to
get to the same outcome. With the detour there is more
concentration, details to review such as routes and timing. The
same mind process can be applied in the management world
with how some decisions are intuitively based on one’s
experience and others need to tap into resources to distinguish
the best next step as a critical point. Organizational decision
making is a two part derivative that includes the problem

7. identification stage and the second stage of problem solution
both having decisions made through a programmed or non-
programmed approach (Draft, 2016, p. 469). The question at
hand is regarding the non-programmed complex decisions and
what should be the best approach. “Most non-programmable
decisions contain some parts that are programmable but some of
the factors to consider cannot be put into an algorithm, this
latter fact being a cause for making a decision non-
programmable (Larson, 2000, p. 345-346).” Larson continued to
go on his analysis of decision making to evaluate the
importance of having a decision system in place. His studies
also showed the importance of having a network for companies
such as the intranet to help document how and what resources
are helpful in decision making and types that need more data to
support the end outcome.
Recently in one of the department specialties that this
author works for was having issues with the patient brackets in
Orthodontics staying adhered to the tooth. This practice has five
doctors and they were contributing the factor to the potentially
new residents that recently came on board. The issue continued
to increase and it was not until the doctors attended a recent
lecture that the doctors decided to look into more data driven
results to help them understand and make a decision to
encourage longevity of these appliances. The doctors requested
the device that sets the adhesive be tested. Meanwhile the
intuition of the non-management teams were thinking along the
same lines but based on experience and what they had seen with
similar patterns. The department was able to run a physical test
which determined that the lights did not have enough power to
adhere the products adequately. With both the help of
experience and data results the decision was made to replace the
parts and to test more frequently to ensure quality for these
products. This is an example of how both data and facts were
utilized in conjunction to make a non-programmable complex
decision for better safety quality within the Orthodontic
practice. Understanding how one knows what the best process

8. would be in making a decision and how to understand the best
approach is a fundamental step that must be reviewed.
Decision Making Variables
In the previous example of the Orthodontic practice the role of
the experienced personnel relied more on patterns of behaviors
that were similar to what they had seen previously. The newer
doctors relied more on the data to support. This scenario
suggests that there may be evidence that if one has experience
in an area it may be possible for them to rely more on intuition
than those without experience. In a study to evaluate decision
making in an organization, Muhammad, et, al. (2010) evaluated
the roles of experienced managers, age, and private compared to
public banking sectors. Although the study was limited to one
sector of service the decision making styles varied based on
their factors reviewed. Intuition was higher in those with
experience and the use of data was higher in those with less
experience. This study leans the spectrum of decision making to
be more intuition in the decision theories being more prevalent,
however, the variable remains the experience of the individuals
making the decisions.
Taking the variables into consideration helps one understand the
ways in which a person can come to a decision. After taking a
look at the type of decisions and the variables the next step will
be to understand what the best process is in making the decision
in today’s management role.
Making Decisions
When a manager is faced with making complex, non-
programmable decisions the time demand and turnover of
decisions force managers to utilize a more intuition and
experienced base decision. This decision, however, should not
be made alone in an organization a wise manager would seek
information from others you may have lived the data and
evidenced base times to be able to recall on their own intuition
and experience to guide a quicker decision process. According
to Draft, (2016), “No individual manager has the information
needed to make all major decisions, which means good decision

9. making depends on cooperation and information sharing.
Decisions rely less on hard data, and there is less certainty
about the outcomes (p. 470).” Understanding the concept of how
decisions need to be made and utilizing your resources will
ensure more reliable outcomes are on the horizon. In and of
itself utilizing information sharing is the same idea as evidence
based information because the company is relying on what has
happened and what the team knows and understands. This
possibly could provide for a more solid foundation to which the
decisions are being made. Regardless if a decision is not the
right one, having a team approach and understanding also would
provide higher value in the processes after the decision than if
the manager attempted to make decisions as an island of one.
The learning process from decision making is just as important
as making the decision within an organization. The process is
important and yet if the organization or manager does not
reflect and learn from decisions made the opportunity gap
continues to grow and the structure in which decisions are built
upon will not be as solid of a foundation.
Making difficult decisions is a life lesson that one can take
many lessons from. For a Believer the Bible provides many
stories that can provide an evidenced based foundation to help
guide decisions along one’s life journey. Relying on the
strength, courage, and wisdom of individuals in the community
of faith provides opportunities to learn from others and inform
the decision making process along the way. The biggest
decision that can impact one’s life is to call on the name of
Jesus and declare He is Lord. Proverbs 2: 1-5, “son, if you
accept my words and store up my commands within you, turning
your ear to wisdom and applying your heart to understanding
indeed, if you call out for insight and cry aloud for
understanding, and if you look for it as for silver and search for
it as for hidden treasure, then you will understand the fear of
the Lord and find the knowledge of God (NIV). Wisdom is a
gift from God. Seeking His guidance during difficult decision
making is a comfort and honoring approach to allow God into

10. all avenue of a faith believer in the work place.
Conclusion
Making decisions within an organization as a manager has many
pressures, especially when considering a complex, non-
programmed decision. A manager must rely on both evidenced
based management and intuition and experience. The
opportunity to rely on the organization and the results or lack of
results must be understood and processed in order to continue
the organization on a trajectory of positivity. Making decisions
in this approach does not guarantee that all decisions will be
perfect and accurate from the start, however, it is imperative to
apply a learning approach to understand and grow if the
decision was not as successful as planned. From this the
organization is establishing a stronger evidenced based
management data pool set to apply when future decisions come
into play within the organization. The ability to recognize from
experience and intuition provides an opportunity to make
quicker decisions when decisiveness and timelines are needing
to be met.

11. References
Daft, R. L. (2016). Organization theory & design. (12th ed.).
Boston, MA: Cengage Learning.
Larsson, N. O. (2000). Decision settings analysis - A tool for
analysis and design of human activity systems. Theory and
Decision, 49(4), 339.
Muhammad, N. R., Anis-ul-Haque, M., & Hassan, B. (2010).
Role of individual and organizational factors in decision
making. Pakistan Journal of Psychology, 41(1).
BUSI 610
Discussion Board Part 2
(30 Points)
Criteria
Levels of Achievement
Content
70%
Advanced
Proficient
Developing
Not present
Thread: Content
19 to 21 points
All key components of the (Group) Discussion Board Forum
prompt are answered in the thread with the appropriate level of
citations. A collaborative response has been posted. The thread
has a clear, logical flow. Major points are stated clearly. Major
points are supported by good examples or thoughtful analysis.

12. At least three peer reviewed references are included. There is
contribution made to the discussion. Each reply expounds on the
thread. The required word count (200–250 words each) for 2
replies is met.
18 points
Most of the components of the Group Discussion Board Forum
prompt are answered in the thread with the appropriate level of
citations. The thread has a logical flow. Major points are stated
reasonably well. Major points are supported by good examples
or thoughtful analysis. At least three peer reviewed references
are included. There is contribution made to the discussion. Each
reply expounds on the thread. The required word count (200–
250 words each) for 2 replies is met.
1 to 17 points
The Group Discussion Board Forum prompt are addressed
minimally without the appropriate level of citations. The thread
lacks flow or content. Major points are unclear or confusing.
Major points are not supported by examples or thoughtful
analysis. Less than three peer reviewed references are included.
Only one reply is present.
0 points
Not present
Structure 30%
Advanced
Proficient
Developing
Not present
Thread: Grammar and Spelling, APA formatting
(30%)
9 points
Spelling and grammar are correct. Sentences are complete,
clear, and concise.
Paragraphs contain appropriately varied sentence structures.
Where applicable, references are cited in current APA format.

13. Minimum word count of 1,000 -1500 words is met or exceeded
for the main posting. The references are excluded from the word
count. The replies have a minimum of 400 words.
8 points
Spelling and grammar has some errors. Sentences are presented
as well. Paragraphs contain some varied sentence structures.
Where applicable, references are cited with some APA
formatting. Minimum word count of 900-1000 words met on the
main posting. The references are excluded from the word count.
The replies have a minimum of 350 words.
1 to 7 points
Spelling and grammar errors distract. Sentences are incomplete
or unclear. Paragraphs are poorly formed. Where applicable,
references are minimally or not cited in current APA format.
Minimum word count of 1- 900 words met for the main posting.
The references are excluded from the word count. The replies
have 1 – 350 words minimum.
0 points
Not present