The culture of an organization is a result of the relationship that occurs within an organization (Daft, 2013). An outsider can tell about ten percent of the culture of an organization with a little research. The culture of an organization is often challenging to determine, until immersion in the organization occurs. The culture of an organization is very dynamic and can be very dissimilar in different subcultures of a business (Daft, 2013).  The culture of a company is a result of the communication style adopted by the organization (Daft, 2013). A company that has vertical communication is often more formal and more authoritarian. An example of an organization with a vertical communication style is the United States military. A company that has a more horizontal form of communication such as Gore, that allows employees to work on the projects they choose and set their own hours is more flexible and communication take place in an easier manner (Daft, 2013).

Another way an outsider can discern the underlining culture of a company to evaluate the physical environment of an organization (Daft, 2013). The policy and procedures, dress code, the company mission statement and the physical environment all give clues to the culture of the environment (Daft, 2013). Does the organization have an open floor plan or cubicles; is the boss’s door open or closed? The physical surrounding of the company gives clues to the culture of an organization and the companies values (Daft, 2013). Another way to determine the culture of a company is to listen to colleges explains why they do their chosen career field (Daft, 2013). An individual can tell a lot about an organization through active listening and asking individuals that work within an organization or have left the company (Daft, 2013).  Finding out about a company can happen through social media, networking, fundraiser, church or through word of mouth (Daft, 2013).

Ultimately, the culture of an organization is the perspective of the persons evaluating its worldview (Daft, 2013). Culture is very dynamic and each individual within an organization affects the culture (Daft, 2013). Through the building of relationships, culture is formed (Daft, 2013). Ultimately, the culture you find yourself is your responsibility to influence for the better (Daft, 2013). Since culture is dynamic, it is difficult to discern.

Pressure for change in an organization can originate from the internal or external environment (Daft, 2013). It is often assumed that change comes from management. This may have been the case when most organizations functioned from a top down approach to organizational leadership and communication (Daft, 2013). More companies in today’s world are functioning from a horizontal organizational concept, the cultures of organizations that adopt this style are often very flexible and dynamic (Daft, 2013).

Organizational change is often a result of a company’s response to adapt to pressures inside or outside of the company (Daft, 2013). The force for organizations to make alterations within a company can come from stakeholders, government agencies, employees, customers and other companies (Daft, 2013). The pressure for change can come from anywhere but understanding change is the key to responding to it successfully to maintain the integrity of the organization (Daft, 2013).

Some stability is a desire of every organization, stakeholder, and individual. Stakeholders within an organization that have little control over the implementation of changes within a company often resist (Daft, 2013). This occurs because the stakeholders believe that the have high interest within an organization but, have little control over how change will affect their day-to-day operations (Daft, 2013). The resistance to change from stakeholders in a company can be overcome by including them in any organizational changes (Daft, 2013). Resistance to change is less likely to take place in organizations that have more of a horizontal structure (Daft, 2013). Organizations have to overcome resistance to change from both the external and internal environment. One example of resistance to change a company may face is from the culture outside of an organization. An example of this when the government tried to decrease obesity rates, so they decrease the portion sizes of school lunches and made only healthful options available. Many schools, parents and children complained because the children refused to eat the food and it was wasted. The pressure for change can come from both the external and internal surroundings.

Managers can practice their trade in a better more efficient manner if learn to apply evidence –based management along with experience and intuition into everyday practice (Daft, 2013). Evidence –based practice is using the latest proven researched information and applying it to situations in business (Daft, 2013). Often times managers use past experience of what worked to solve problems in a present situation, many times this is effective but, it is not as effective as it could be. Managers often fall back on previous and knowledge when a crisis happens and they have to make quick decisions (Daft, 2013).

Through continued learning and research, managers can have at their disposal evidence based practice to pull from when in need (Daft, 2013). One example is the hospitals have started to apply evidence-based measures to common illness. Prior to this each doctor applied from their own wisdom, what they thought was most appropriate for the patient. The hospital researched what treatments for example in heart attacks were shown through science to be most effective.  Every patient that comes through the door of the hospital begins with this protocol and the doctor individualized it for the patient if needed. The outcomes of the heart attack victims using the evidence –based practice is continually under research and evaluation to improve on the standing protocols for future patients. The protocols become standing wisdom because they are applied to practice continually. The rate of heart attack victims with limited disability has increase with the implementation of evidence-based practice.

The rational model of decision-making has many merits but has very decisive steps to conclude what course of action an organization is going to take when making a decision. The political module of decision-making takes all the stakeholders in the decision into consideration and reconciles all their goals in order to make a decision that is most beneficial to the organization (Daft, 2013). Decision-making process is as unique as people are. Managers make decisions based on experience, situations, internal, external pressures and understanding of decision-making processes (Daft, 2013).

The organizational design text written by Daft refers to the political model of decision-making as one that implemented for rapidly changing organizations (Daft, 2013). Each stakeholder in a company has their own interest to protect when decision are being made (Daft, 2013). Each stakeholder has fundamental differences values and preferences (Daft, 2013). The political model of decision making attempts to reconcile these differences in order to make the best decision for the organization and the individual groups interest (Daft, 2013). Although this may seem like a quick decision making processes mediating for individual’s interest can be difficult and skewed by the mediator’s worldviews. When decisions are made based on individual stakeholders, they may not be beneficial to the overall organization.

The rational model of decision-making is more complex but after it is learned, it could be applied rather quickly. The first step of this model is to define the problem and the decision that has to be made (Daft, 2013). Then the manager monitors the environment to diagnose what is causing the problem (Daft, 2013). The leader then identifies the decision alternatives and analyzes them for the best course of action (Daft, 2013). The manager selects the best alternative, implements it and evaluates the decision for effectiveness (Daft, 2013). One noted problem with this type of problem solving is the values and differences of all the stakeholders may not be taken into account (Daft, 2013).

Leaders in times of crisis tend to fall back on previous experience to make quick decisive decisions (Daft, 2013). If a leader practices, a combination of both the political and rational model of decision making this would already be second nature to the manager (Daft, 2013). Combinations of both models would make for superior decisions that would best benefit the organization and all the stakeholders (Daft, 2013). Although each individual model has it place in decision making within an organization (Daft, 2013).

Culture is a dynamic changing force that is individually influence by every living being. Culture is how people define what makes life worth living. Jesus was the greatest culture changer that has been on earth. The son of God redefined why man was created and what his purpose on this earth is. Christians should demonstrate that they believe that they are here on earth to glorify and serve God.  Service to God in the work place is shown through, the decision made, values demonstrated, work ethic and the way Christians treat others. In order to apply the values that God has given us while we are on this earth, the Christian must study Gods word and apply it to their life.  Culture is created one relationship at a time (Daft, 2013). In the Bible God gave the commandment to spread the Gospel to the entire world (Mathew, 28:16-20, NIV). This takes place one relationship at a time.