ORGANIZATIONAL CULTURE 1
Risk avoidance requires leaders with an ability to determine thebenefits of the expected outcome in comparison with the cost involvedin creating it (Lorian & Grisham, 2010). All the businessactivities involve a certain level of risk. For organizations togrow, they must engage in the risks. Failure to grow reflects theinability of the businesses to address the needs of the community ata higher level. An organization can avoid risk by sticking to thethree Ps. That is people, process, and product. In the three Ps, Ihave a special preference for people. For example, people harborknowledge, and they form the market for any business. Take forexample BlackBerry the company has been a leader in the Americanmarket due to its knowledge base that develops friendly electronics.
Organizational leaders who invest in intellectual capital predisposeitself to risk avoidance in engaging the right employees and allowingthem to be creative allows them to put their ideas in action(Maguire, 2008). Many organizations are oblivious to the importanceof intellectual capital as the heart of any organization (Rex &Hosking, 2013).
Some organizational leaders believe that it is imperative to have anorganizational culture that enforces the organizational strategy forit to have a competitive edge over close rivals. Hartnell believesthat an organization can have a significant competitive edge if itsculture aligns with its strategy. Muscaclu (2014) also agreesculture can accelerate the efficiency of an organization through tinfluence on workers thoughts, feelings, and actions. Culturemaintains a business’ image in the industry. An internal culturethat gives room for openness and experimentation may allow anorganization to engage in risks (Naranjo-Valencia et al., 2015). Italso allows employees to learn as they make mistakes. For example, inthe electronic industry, engineer my develop stereotypes and developthem later into final consumer-friendly items. High levels ifrisk-taking allows room for innovation and contributes to betterproducts in the market and growth for the organization.
Hartnell, C. A., Ou,A. Y., & Kinicki, A. (2011). Organizational culture andorganizational effectiveness: a meta-analytic investigation of thecompeting values framework`s theoretical suppositions. Journal ofApplied Psychology, 96(4), 677.
Lorian, C. N., &Grisham, J. R. (2010). The safety bias: Risk-avoidance and socialanxiety pathology. Behaviour Change, 27(01), 29-41.
Maguire, J. S.(2008). The personal is professional Personal trainers as a casestudy of cultural intermediaries. International Journal ofCultural Studies, 11(2), 211-229.
Muscalu, E. (2014).Organizational culture change in the organization. Land ForcesAcademy Review, 19(4), 392.
Naranjo-Valencia, J.C., Jiménez-Jiménez, D., & Sanz-Valle, R. (2015). Studying thelinks between organizational culture, innovation, and performance inSpanish companies. Revista Latinoamericana de Psicología.
Rex, S., &Hosking, N. (2013). A collaborative approach to developing probationpractice Skills for effective engagement, development and supervision(SEEDS). Probation journal, 60(3), 332-338.