Organizational Ideology: A Consistent Foundation amidst Constant Change
Theoretically and relatively, in comparison to individuals, organizations have the ability to exist for perpetuity. Leaders come and go generation after generation Author, Isaac Asimov, wrote:
Ideology Promotes Stability, Focus, and Resolve
An organization’s core ideology is its “values and sense of purpose beyond just making money—that guides and inspires people throughout the organization and remains relatively fixed for long periods of time” (Collins & Porras, 2004, p. 48). An organization’s core ideology—its core purpose, its foundation—guides and shapes a company’s practices primarily by creating stability in times of change, focus in times of uncertainty, and resolve in times of crisis.
An old adage states, “Change is the only constant.” This is certainly as true in today’s business world as it has been for millennia. Organizations change in terms of leadership, processes and procedures, product mixes, and target markets, but as Collins and Porras (2004) argue, visionary companies’ core purpose should not. An organization’s core ideology creates stability in its behavior amidst changing markets or an evolving society. For example, Hewlett-Packard founders tinkered with many products, many of which were unsuccessful, before becoming the computer company we know it as today (Collins & Porras).
During times of uncertainty, the temptation for an organization to either abandon its values or exist without them must be overwhelming. For example, Sony founder, Masaru Ibuka, codified the new company’s ideology while overcoming the obstacles of daily survival in post World War II Japan (Collins & Porras, 2004). It would have been easy for him to apply a “do whatever we need to do to get by” philosophy, but instead, setting the organization’s purposes and management guidelines provided focus in uncertain times.
An organization’s core values enable it to act with resolve in times of crisis. In the 1980s, Ford Motor Company was losing billions—“43 percent of its net worth” (Collins & Porras, 2004, p. 52)—in just three years due to the popularity of Japanese imports. During this crisis, Ford’s senior management took the time to clarify the company’s values. Within this development, they revisited Henry Ford’s philosophy during the company’s initial days. The result of this process was Ford’s “Mission, Values, Guiding Principles (MVGP)” (Collins & Porras). Though Ford is not out of the woods yet, still bleeding money and still losing market share at about one percentage point in each of the last three years (Taylor III, 2006), they are boldly touting an organizational restructuring and a new market strategy (Carty, 2006).
In sum, ideology is the basis of progression through change, action in times of uncertainty, and response to crisis. Whether in times of change, uncertainty, or crisis, an organization’s core ideology says, “This is who we are; this is what we stand for; this is what we’re all about” (Collins & Porras, 2004, p. 54). The philosophy with which an organization aligns itself speaks volumes about the organization.
Inherent Ethical Behavior or Long-Term Strategy?
In the face of a major crisis, or in everyday business life, what makes an organization behave ethically—an inherent desire to do the right thing, or because it will maintain business survivability in the long-term? The question poses a conundrum Collins and Porras (2004) label as the “Tyranny of the Or” (p. 43), in which one can only choose one view between “two seemingly contradictory forces or ideas” (p. 43). However, this is not necessarily the case. Both motives can exist simultaneously.
In 1982, seven people in the Chicago area died because someone, not an employee, “had tampered with Tylenol bottles, lacing them with cyanide” (Collins & Porras, 2004, p. 60). Upon hearing this news, “Johnson and Johnson had [sic] effectively demonstrated how a major business ought to handle a disaster” (Knight, 1982) by having immediately removed all bottles of Tylenol capsules from the shelves of not just the Chicago area, but from the entire country. Knight further lamented, “Johnson & Johnson has succeeded in portraying itself to the public as a company willing to do what’s right, regardless of the cost.” Pulling the Tylenol off the shelves was the right thing to do and Johnson & Johnson received much public praise for doing so despite the tragic deaths.
In contrast, Johnson & Johnson’s swift action also demonstrated their long-term commitment to good business practice. Many experts said that the Tylenol brand was doomed, and it would never rebound. Today, Tylenol is alive and well in the market. In Johnson & Johnson’s case, its response to the tampering not only was the right thing to do, it also made good business sense. Thus, organizations do not have to choose between two contradictory views of their motives for doing the right thing; they can achieve what Collins and Porras (2004) label as the “Genius of the AND” (p. 44). Acting ethically because it is inherently the right thing to do also makes good business sense, and it contributes to long-term survivability or the organization.
Christianity as an Ideal Ideology.
One prime example of ideology that will last—and has lasted—more than 100 years is Christianity. Since Christ walked the earth about 2,000 years ago his message—his core ideology—has been the foundation for millions across multiple cultures. Within these cultures Christianity has served as a guiding light during times of change, such as the abolishment of slavery; times of uncertainty, such as the colonies declaration of independence from Britain; and times of crisis, such as the current war on terror. National presidents and cultural leaders have subscribed to Christianity as their core belief—their foundation of action and reaction during these times. As an ideology, Christianity is powerful enough to change the sinful hearts of men and the course of a developing nation; thus, it is most certainly capable of being the basis for the development and proliferation of an organization.
Regent University, a mid-atlantic higher education institution founded by the Christian Broadcasting Network pioneer, Dr. M. G. “Pat” Robertson, touts Christianity, as its ideological foundation. Regent University’s vision statement reads:
Regent University places a great deal of importance on selecting the right personnel. Each professor is responsible for exemplifying what it means to be a Christian leader (P. Lee, personal communication, August 30, 2005). Regent also places a great deal of importance ensuring that their clientele—students—hold Regent’s ideology as well. Through the Honor Code and Standard of Personal Conduct, overt references toward behavior that is not Christ-like are clearly discouraged (Regent, 2005). In addition, both employees and student are encouraged to “conduct themselves in a Christ-like and professional manner and maintain an exemplary and involved lifestyle, including regular church attendance, participation in activities of the Regent community and its founding organization” (Regent, 2005, p. 23).
Regent also weaves its ideology throughout everyday business practices. Articulated within its mission statement, Regent employs a firm resolve to realize its vision through Christ-centered, foundational commitments in terms of its dedication to generating high quality programs and personnel, building a family of God, its educational approach, the proliferation of information technology, strategic planning and rigorous self-assessment, being fiscally responsible, and its commitment to community outreach (Regent, 2006a).
One of the biggest examples of Regent University’s resolve for community involvement and social responsibility is in its close affiliation with Operation Blessing International (OBI). OBI is a “nonprofit organization that provides humanitarian aid in the form of food, clothing, medicine, and financial assistance to help disadvantaged people and disaster victims throughout the world” (Robertson, 2005, para. 1). OBI has assisted millions of people across the United States and in nearly 100 foreign countries (Regent, 2006b). In recent years, OBI has been instrumental in bringing relief to victims of Hurricane Katrina (Operation, 2006a), the tsunami that devastated Southeast Asia in 2004 (Operation, 2006c), and most recently, OBI was the first on the scene at a massive earthquake in Indonesia (Operation, 2006b).
In sum, Regent University operates with Christian principles. This set of beliefs permeates the behaviors and practices of the institution, its employees, and its students. In its relatively short 28-year lifespan, Regent has undergone phenomenal growth and has enjoyed great success. In spite of the many changes in personnel, finances, and operating procedures, Regent’s core ideology has been the driving force and reason for its existence.
Conclusion
An organization’s core ideology—its core purpose and its foundation—shapes a company’s practices, including every aspect of its existence from personnel to social responsibility, primarily by creating stability in times of change, focus in times of uncertainty, and resolve in times of crisis. An organization’s ideology enables it to do the right thing simply because it is the right thing to do, while maintaining a sense of long-term organizational perspective. An organization’s ideology can be both the impetus and summation of its existence; it is the reason for being beyond profit. An organization’s ideology is the consistent foundation that enables it to grow and prosper amidst constant change.
References
Carty, S. S. (2006, January 10). ‘Reality’ of market share Ford’s focus. USA Today. Retrieved June 8, 2006, from here
Collins, J., & Porras, J. I. (2004). Built to last: Successful habits of visionary companies. New York: HarperCollins.
Knight, J. (1982, October 11). Tylenol’s maker shows how to respond to crisis. The Washington Post, p. WB1.
Operation Blessing. (2006a). OBI distributions easing suffering of Katrina victims. Retrieved June 9, 2006, from here
Operation Blessing. (2006b). Operation Blessing is first-responder at Indonesia earthquake. Retrieved June 9, 2006, from here
Operation Blessing. (2006c). Tsunami Relief and Recovery. Retrieved June 9, 2006, from here
Regent University. (2006a). Mission Statement. Retrieved June 10, 2006, from here
Regent University. (2006b). Pat Robertson. Retrieved June 10, 2006, from here
Regent University. (2005). Regent University student handbook: A guide to policies and procedures. Retrieved June 9, 2006, from here
Robertson, P. (2005). Humanitarian: Pat Robertson recognized as philanthropist and humanitarian. Retrieved June 8, 2006, from here
Taylor, A., III. (2006, January 8). Bill Ford: Market share bleed stops now. Fortune. Retrieved June 8, 2006, from here
Quoteworld. (2006). Retrieved June 10, 2006, from here
The only constant is change, continuing change, inevitable change, that is the dominant factor in society today. No sensible decision can be made any longer without taking into account not only the world as it is, but the world as it will be. (Quoteworld, 2006)In a society so prone to change, organizations need to have some overarching purpose that will outlast fads and new technologies, and allow the organization to thrive in the world as it is, and as it will be. This paper will illustrate how an organization’s ideology can inspire people and shape its practices through times of change, uncertainty, and crisis; show how ideology influences organizations’ ability to act ethically both because it is the inherent right thing to do, and because it maintains a sense of long-term organizational perspective on its identification; and demonstrate how an organization’s ideology permeates all facets of existence from personnel practices to social responsibility.
Ideology Promotes Stability, Focus, and Resolve
An organization’s core ideology is its “values and sense of purpose beyond just making money—that guides and inspires people throughout the organization and remains relatively fixed for long periods of time” (Collins & Porras, 2004, p. 48). An organization’s core ideology—its core purpose, its foundation—guides and shapes a company’s practices primarily by creating stability in times of change, focus in times of uncertainty, and resolve in times of crisis.
An old adage states, “Change is the only constant.” This is certainly as true in today’s business world as it has been for millennia. Organizations change in terms of leadership, processes and procedures, product mixes, and target markets, but as Collins and Porras (2004) argue, visionary companies’ core purpose should not. An organization’s core ideology creates stability in its behavior amidst changing markets or an evolving society. For example, Hewlett-Packard founders tinkered with many products, many of which were unsuccessful, before becoming the computer company we know it as today (Collins & Porras).
During times of uncertainty, the temptation for an organization to either abandon its values or exist without them must be overwhelming. For example, Sony founder, Masaru Ibuka, codified the new company’s ideology while overcoming the obstacles of daily survival in post World War II Japan (Collins & Porras, 2004). It would have been easy for him to apply a “do whatever we need to do to get by” philosophy, but instead, setting the organization’s purposes and management guidelines provided focus in uncertain times.
An organization’s core values enable it to act with resolve in times of crisis. In the 1980s, Ford Motor Company was losing billions—“43 percent of its net worth” (Collins & Porras, 2004, p. 52)—in just three years due to the popularity of Japanese imports. During this crisis, Ford’s senior management took the time to clarify the company’s values. Within this development, they revisited Henry Ford’s philosophy during the company’s initial days. The result of this process was Ford’s “Mission, Values, Guiding Principles (MVGP)” (Collins & Porras). Though Ford is not out of the woods yet, still bleeding money and still losing market share at about one percentage point in each of the last three years (Taylor III, 2006), they are boldly touting an organizational restructuring and a new market strategy (Carty, 2006).
In sum, ideology is the basis of progression through change, action in times of uncertainty, and response to crisis. Whether in times of change, uncertainty, or crisis, an organization’s core ideology says, “This is who we are; this is what we stand for; this is what we’re all about” (Collins & Porras, 2004, p. 54). The philosophy with which an organization aligns itself speaks volumes about the organization.
Inherent Ethical Behavior or Long-Term Strategy?
In the face of a major crisis, or in everyday business life, what makes an organization behave ethically—an inherent desire to do the right thing, or because it will maintain business survivability in the long-term? The question poses a conundrum Collins and Porras (2004) label as the “Tyranny of the Or” (p. 43), in which one can only choose one view between “two seemingly contradictory forces or ideas” (p. 43). However, this is not necessarily the case. Both motives can exist simultaneously.
In 1982, seven people in the Chicago area died because someone, not an employee, “had tampered with Tylenol bottles, lacing them with cyanide” (Collins & Porras, 2004, p. 60). Upon hearing this news, “Johnson and Johnson had [sic] effectively demonstrated how a major business ought to handle a disaster” (Knight, 1982) by having immediately removed all bottles of Tylenol capsules from the shelves of not just the Chicago area, but from the entire country. Knight further lamented, “Johnson & Johnson has succeeded in portraying itself to the public as a company willing to do what’s right, regardless of the cost.” Pulling the Tylenol off the shelves was the right thing to do and Johnson & Johnson received much public praise for doing so despite the tragic deaths.
In contrast, Johnson & Johnson’s swift action also demonstrated their long-term commitment to good business practice. Many experts said that the Tylenol brand was doomed, and it would never rebound. Today, Tylenol is alive and well in the market. In Johnson & Johnson’s case, its response to the tampering not only was the right thing to do, it also made good business sense. Thus, organizations do not have to choose between two contradictory views of their motives for doing the right thing; they can achieve what Collins and Porras (2004) label as the “Genius of the AND” (p. 44). Acting ethically because it is inherently the right thing to do also makes good business sense, and it contributes to long-term survivability or the organization.
Christianity as an Ideal Ideology.
One prime example of ideology that will last—and has lasted—more than 100 years is Christianity. Since Christ walked the earth about 2,000 years ago his message—his core ideology—has been the foundation for millions across multiple cultures. Within these cultures Christianity has served as a guiding light during times of change, such as the abolishment of slavery; times of uncertainty, such as the colonies declaration of independence from Britain; and times of crisis, such as the current war on terror. National presidents and cultural leaders have subscribed to Christianity as their core belief—their foundation of action and reaction during these times. As an ideology, Christianity is powerful enough to change the sinful hearts of men and the course of a developing nation; thus, it is most certainly capable of being the basis for the development and proliferation of an organization.
Regent University, a mid-atlantic higher education institution founded by the Christian Broadcasting Network pioneer, Dr. M. G. “Pat” Robertson, touts Christianity, as its ideological foundation. Regent University’s vision statement reads:
Our vision, through our graduates and scholarly activities, is to provide Christian leadership in transforming society by affirming and teaching principles of truth, justice and love as described in the Holy Scriptures, embodied in the person of Jesus Christ, and enabled through the power of the Holy Spirit. Soli Deo Gloria. (Regent, 2006a)In short, Regent’s purpose is “Christian Leadership to Change the World.” This foundation has permeated every aspect of the university’s existence from personnel to social responsibility.
Regent University places a great deal of importance on selecting the right personnel. Each professor is responsible for exemplifying what it means to be a Christian leader (P. Lee, personal communication, August 30, 2005). Regent also places a great deal of importance ensuring that their clientele—students—hold Regent’s ideology as well. Through the Honor Code and Standard of Personal Conduct, overt references toward behavior that is not Christ-like are clearly discouraged (Regent, 2005). In addition, both employees and student are encouraged to “conduct themselves in a Christ-like and professional manner and maintain an exemplary and involved lifestyle, including regular church attendance, participation in activities of the Regent community and its founding organization” (Regent, 2005, p. 23).
Regent also weaves its ideology throughout everyday business practices. Articulated within its mission statement, Regent employs a firm resolve to realize its vision through Christ-centered, foundational commitments in terms of its dedication to generating high quality programs and personnel, building a family of God, its educational approach, the proliferation of information technology, strategic planning and rigorous self-assessment, being fiscally responsible, and its commitment to community outreach (Regent, 2006a).
One of the biggest examples of Regent University’s resolve for community involvement and social responsibility is in its close affiliation with Operation Blessing International (OBI). OBI is a “nonprofit organization that provides humanitarian aid in the form of food, clothing, medicine, and financial assistance to help disadvantaged people and disaster victims throughout the world” (Robertson, 2005, para. 1). OBI has assisted millions of people across the United States and in nearly 100 foreign countries (Regent, 2006b). In recent years, OBI has been instrumental in bringing relief to victims of Hurricane Katrina (Operation, 2006a), the tsunami that devastated Southeast Asia in 2004 (Operation, 2006c), and most recently, OBI was the first on the scene at a massive earthquake in Indonesia (Operation, 2006b).
In sum, Regent University operates with Christian principles. This set of beliefs permeates the behaviors and practices of the institution, its employees, and its students. In its relatively short 28-year lifespan, Regent has undergone phenomenal growth and has enjoyed great success. In spite of the many changes in personnel, finances, and operating procedures, Regent’s core ideology has been the driving force and reason for its existence.
Conclusion
An organization’s core ideology—its core purpose and its foundation—shapes a company’s practices, including every aspect of its existence from personnel to social responsibility, primarily by creating stability in times of change, focus in times of uncertainty, and resolve in times of crisis. An organization’s ideology enables it to do the right thing simply because it is the right thing to do, while maintaining a sense of long-term organizational perspective. An organization’s ideology can be both the impetus and summation of its existence; it is the reason for being beyond profit. An organization’s ideology is the consistent foundation that enables it to grow and prosper amidst constant change.
References
Carty, S. S. (2006, January 10). ‘Reality’ of market share Ford’s focus. USA Today. Retrieved June 8, 2006, from here
Collins, J., & Porras, J. I. (2004). Built to last: Successful habits of visionary companies. New York: HarperCollins.
Knight, J. (1982, October 11). Tylenol’s maker shows how to respond to crisis. The Washington Post, p. WB1.
Operation Blessing. (2006a). OBI distributions easing suffering of Katrina victims. Retrieved June 9, 2006, from here
Operation Blessing. (2006b). Operation Blessing is first-responder at Indonesia earthquake. Retrieved June 9, 2006, from here
Operation Blessing. (2006c). Tsunami Relief and Recovery. Retrieved June 9, 2006, from here
Regent University. (2006a). Mission Statement. Retrieved June 10, 2006, from here
Regent University. (2006b). Pat Robertson. Retrieved June 10, 2006, from here
Regent University. (2005). Regent University student handbook: A guide to policies and procedures. Retrieved June 9, 2006, from here
Robertson, P. (2005). Humanitarian: Pat Robertson recognized as philanthropist and humanitarian. Retrieved June 8, 2006, from here
Taylor, A., III. (2006, January 8). Bill Ford: Market share bleed stops now. Fortune. Retrieved June 8, 2006, from here
Quoteworld. (2006). Retrieved June 10, 2006, from here
posted by Kyle | 7:02 PM
0 Comments:
Post a Comment
<< Home