management course discussion topic 14

PROMPT: Research has shown that organizations are more likely to succeed when they have an adaptive culture. What can an organization do to foster an adaptive culture?

Support your answer by utilizing research that you have gathered from at least 2 sources other than your text. Finally, be sure to cite your sources in proper APA formatting.

A detailed and thoughtful response to the topic is required (minimum of 500 words). RUBRIC IS ATTACHED BELOW.

 Additionally, emphasis is placed on your ability to conduct and synthesize scholarly research. 

  Your posts should be professional in content and follow the APA standards. Be sure to city your sources in APA formatting.

SAMPLE RESPONSE:

An adaptive culture occurs when employees are receptive to change and there is a strong learning orientation within the company (McShane & Glinow, 2013).  Having a learning orientation means that employees will embrace new challenges and are willing to learn new skills and knowledge in order to perform a job or task.  This reduces the resistance to change, especially fear of the unknown and lack of competencies because the employees know that they will be able to learn the necessary skills.  Certain actions and attributes need to be obtained in order for this type of culture to become the norm in a company. 

            Companies that have adaptive cultures tend to have very similar attributes.  First, they have created an environment where every member and group of the company collaborates and works together on key issues (Kenney, n.d.).  The open communication allows information to be passed easily and reinforces the importance of working together, which is vital to adapting to company-wide changes.  The employees need to be able to create and innovate without a fear of being mocked or ignored (Kenney, n.d.).  Companies should encourage this type of behavior and reward employees who can think outside the box.  Innovation is essential to adapting to new situations as changes could mean the end of old methods.  It is also important for employees to network outside of the organization and to be continually gaining new skills and knowledge (Kenney, n.d.).  It is impossible to predict what needs the company may have in the future and having a wide variety of skills within the company allows for more flexibility.

            In order to build these attributes, upper management and other leaders throughout the company can apply several techniques.  When change does occur, a sense of crisis and urgency needs to be established (Miller, 2013). The information needs to be communicated effectively within the organization and the importance of the changes have to be stressed.  By linking the changes with something that the employees can relate to, such as profit levels or gaining new customers, it helps to build urgency and promote dedication. 

Another technique is to create a balanced focus on the success of different stakeholders (Miller, 2013).  Customers, vendors, shareholders, and employees are all of equal importance to the company and having the employees care about everyone will make it easier to institute changes.  The managers need to allow employees to have as much autonomy as possible and should decentralize decision making in all but the most extreme cases (Miller, 2013).  Employees that take on more responsibility will develop stronger skill sets and will be able to adapt to new situations more easily. 

Managers should also engage in internal promotions cautiously and demote employees if necessary (Miller, 2013).  Demotions may be viewed as negative actions but keeping employees in high positions that are not being proactive or effective leaders will not help the company to grow.  If someone else is better suited for the job or shows more potential, it is in the best interest of the company to change the positions around.  Building an adaptive culture can be a struggle for companies that are more structured and have a profit-only focus.  Organizations need to learn to be flexible and encourage growth with their employees. 

Kenney, S.  (n.d.).  Creating adaptive organizations.  American Marketing Association.  Retrieved from http://www.amanet.org/training/articles/Creating-Adaptive-Organizations.aspx

McShane, S. L., & Glinow, M. A. (2013). Organizational behavior: emerging knowledge, global reality (6th ed.). New York: McGraw-Hill Irwin.

Miller, R. (2013, October 11).  10 ways to build an adaptive culture in your organization.  CEO.com. Retrieved from http://www.ceo.com/flink/?lnk=http%3A%2F%2Fblog.vistage.com%2Fbusiness-leadership%2F10-ways-to-build-an-adaptive-culture-in-your-organization%2F