Which Of The Following Statements Is True Regarding The Functions Of Culture In An Organization

Which of the following statements is true regarding the functions of culture in an organization? A) It hinders the generation of commitment to something larger than individual self-interest. B) It conveys a sense of identity for organization members. C) I

When it comes to the roles of culture inside an organization, which of the following assertions is correct? A) It prevents people from becoming committed to anything greater than their own self-interest. B) It fosters a sense of belonging among the members of the organization. C) It has a negative impact on the stability of the social structure. d) It helps to eliminate disparities between one organization and another. g) It does not have an impact on the attitudes and conduct of employees

Organizational Culture:

Organizational cultures are established in part by all employees of the company, while there are frequently certain top-level leaders who have a significant impact on the culture of the firm.

Answer and Explanation:

A feeling of identity for organization members is communicated through the organization’s culture, as indicated in response to question “B.” Cultures can be beneficial. See the complete response below for more information.

Learn more about this topic:

What is the definition of organizational culture? – An explanation Characteristics taken from Chapter 19/Lesson 1 of the book The organizational culture of a company is a set of beliefs that control the way people behave inside the firm. Through the use of known examples, you will gain a grasp of the meaning, properties, and extensive uses of the term.

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This book provided a great deal of the information on this subject: Carter McNamara, MBA, PhD, is the owner of the copyright. Authenticity Consulting,LLC is the publisher of this article.

Sections of This Article Include

What is the definition of organizational culture? Organizational Cultures Can Be Divided Into Several Types Understanding Your Organization’s Culture Influencing Your Organization’s Culture Additional Resources on Organizational Culture Also take into consideration How to Change the Culture of an Organization

What is Organizational Culture?

Organizational culture, in its most basic definition, is the personality of the organization. Culture is made up of the beliefs, values, conventions, and tangible indications (artifacts) held by members of an organization and the actions they exhibit. Members of an organization quickly become aware of the unique culture that exists inside the company. Culture is one of those things that is difficult to define precisely, yet everyone understands what it means when they feel or see it. To provide an example, the culture of a huge, for-profit organization is vastly different from the culture of a hospital, which is itself vastly different from the culture of an academic institution.

  1. Corporate culture may be viewed as a system that must be followed.
  2. This is a process that is guided by our assumptions, beliefs and conventions, such as our views on money and time as well as our views on facilities, space and people.
  3. Organizational culture is particularly crucial when attempting to manage change at a high level throughout a company.
  4. Over the past decade, a significant amount of research has been produced on the notion of organizational culture – notably in relation to understanding how to transform organizational culture.
  5. Typically, this failure is attributed to a lack of knowledge of the significant impact that culture plays in companies, as well as the function that culture plays in individuals.

Many strategic planners are now placing as much importance on establishing strategic values as they do on articulating goal and vision, which is one of the reasons behind this.

Some Types of Organizational Culture

In the same way that there are different sorts of personalities, there are different types of cultures as well. According to the findings of researcher Jeffrey Sonnenfeld, there are four distinct sorts of civilizations.

Academy Culture

Employees are highly skilled and have a strong desire to remain with the company as they progress through the ranks. An climate of stability is provided by the business, allowing people to grow and utilize their talents. Universities, hospitals, major enterprises, and other institutions are examples.

Baseball Team Culture

Employees are “free agents” who possess highly sought-after abilities. They are in great demand and may find work in a variety of other fields very readily. In high-risk firms with a quick pace and high stakes, such as investment banking or advertising, this sort of culture is prevalent.

Club Culture

The ability to blend in with the group is the most critical prerequisite for employees in this culture. Employees that start from the bottom of the organizational ladder are more likely to stay with the company. The organization promotes from within and places a high priority on seniority in its decision-making. Examples include the military, certain legal firms, and other organizations.

Fortress Culture

Employees are uncertain as to whether or not they will be laid off. These organizations are frequently subjected to extensive reform. Many chances exist for people who have certain abilities that are in demand at the right moment. Savings and loan associations, huge automobile firms, and so forth are examples.

Understanding the Culture of Your Organization

Quite frequently, a leader has a strong understanding of the culture of the organization in which they work. Their lack of cognitive awareness of this fact prevents them from properly learning from, and leading within, the society in which they live. Different employees inside the same organization may have varying perspectives about the organization’s culture, even if they work together. This is especially true when it comes to the impressions held by those at the top and bottom levels of an organization’s hierarchy.

According to the receptionist, the organization appears confused, chaotic, and in some cases even unpleasant to the customer.

  1. Learn about some of the most important sorts of civilizations. There have been a lot of study endeavors that have resulted in the production of lists of different forms of culture and civilization. You might begin by examining the extremely brief list provided in the preceding subsection, Major Types of Cultures. Describe the culture that exists inside your organization. Consider just what you can see and hear, rather than what you feel or think. Please respond to the following questions. a. Who appears to be accepted and who appears to be rejected? What is it about individuals who are accepted that distinguishes them from those who are not accepted? How do you determine what sorts of behaviors are rewarded? For example, are you getting along with your partner? Are you getting things done? Are there any other behaviors? C. What is the most important thing for management to pay attention to? For example, what are the issues? Successes? Crises? Are there any other behaviors? d. What procedures are used while making decisions? For example, by a single individual? Is there a discussion and a consensus? When, if ever, are decisions decided

It’s important to remember that there may not be a strong correlation between what the business claims to value (for example, creativity, innovation, and team-building) and what you’re really witnessing (for example, conformity, individualism). This type of discrepancy is rather typical in organizations. You may consider explaining this discrepancy to the other leaders in the organization as well. When establishing a values statement as part of the strategic planning process, it is a good moment to address this gap in perspectives.

Influencing the Culture of Your Organization

In order to affect the culture of a company, there are four basic approaches to consider.

  1. Make a point of highlighting what is essential. For example, extensively conveying the organization’s goals, displaying the mission statement on the wall, talking about successes, and reiterating what you want to see in the workplace are all examples of what is required. Employees whose actions and attitudes match the company’s values should be rewarded. Discourage actions and attitudes that do not represent what is essential. There is no need to chastise or to bring continuous agony to the subject matter. Instead, you want to discourage the employee from engaging in the undesirable conduct by providing them with constructive feedback, verbal warnings, written cautions, or by terminating their employment. Modeling the behaviors you wish to see in the workplace is important. This is, without a doubt, the most effective method of influencing behavior in the workplace. In order to encourage more collaboration among your employees, for example, you should participate in teams on a more frequent basis.

In terms of organizational change, cultural transformation is a crucial factor. As a result, be sure you go through the information under Guidelines, Methods, and Resources for Organizational Change Agents again before continuing. Listed below are various articles that provide principles for altering the culture of a company or organization. The Kind of Cultural Change That Sticks How to Make a Difference in Your Culture What is the cause of cultural shifts? What is the best way to change an organization’s culture?

Organizational Change Agents can benefit from guidelines, methods, and resources.

This Article is in a Series About Understanding Organizational Structures and Design

This is the fifth article in a series that includes the following articles: 1.What is the definition of an organization? 2.What Makes Each Organization Stand Out from the Others 3.What they have in common: They’re both systems. 4.An Overview of Organizational Life Cycles from a Fundamental Perspective 5.Overview of Organizational Culture at a High Level 6.Organisational Forms and Traditional Organizational Structures 6. Seventh, the driving forces of change and a new organizational paradigm 8.Emerging Nature, New Organizational Structures, and New Organizational Design 9.Basic Principles of Organizational Design10.Conclusion: Getting a Glimpse of the Big Picture in Organizations (video)

Additional Resources About Organizational Culture

Deviant Organization Culture as a Model of Interpersonal Interaction 4 Reasons Why Organizational Culture Is Critical for Your Nonprofit Culture always wins out over strategy, according to Nilofer Merchant of The Conversation and Harvard Business Review. Cultural Competence is the most effective trainer in your organization. Also take into consideration Employee Well-Being – Diverse Workforce Organizational Change Agents Should Follow These Guidelines, Methods, and Resources Back to the Overview of Organizations page.

Learn More in the Library’s Blogs Related to Organizational Culture

In addition to the articles on this page, have a look at the blogs listed below, which feature topics pertaining to organizational culture and leadership. Various posts may be found by scrolling down the blog’s page. See also the section “Recent Blog Posts” in the blog’s sidebar, or click on “next” towards the bottom of a blog article to see what has been posted recently. Blog of the Library’s Consulting and Organizational Development Department Leadership Blog for the Library The Nonprofit Capacity Building Blog of the Library Blog of the Library’s Supervision

Learn More in the Library’s Blogs Related to Organizations

In addition to the articles on this current page, take a look at the blogs listed below, which have posts about organizations in them. Various posts may be found by scrolling down the blog’s page. See also the section “Recent Blog Posts” in the blog’s sidebar, or click on “next” towards the bottom of a blog article to see what has been posted recently.

Blog of the Library’s Consulting and Organizational Development Department Leadership Blog for the Library The Nonprofit Capacity Building Blog of the Library Blog of the Library’s Supervision

For the Category of Organizational Development:

You might want to explore some similar subjects, which you can find by clicking on the link below, to flesh out your understanding of this Library topic. Each of the connected subjects has free, online resources. You can also go at the list of Recommended Books at the bottom of this page. It was decided to include them because of their relevance and extremely practical character. Related Library TopicsRecommended Books

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Practice Quiz for Socialization

1. Which of the following statements is true?
a) Unlike other animals, human infants are born with a culture.
b) Human infants come into the world ready to learn a culture but are not born with one.
c) Socialization is another word for acculturation.
d) b and c
2. The general process of acquiring culture is referred to as _.
a) socialization
b) acculturation
c) semai
d) none of the above
3. Which of the following things is normally learned during the socialization process?
a) the roles we are to play in life
b) the culture’s norms
c) the language of the people around us
d) all of the above
4. Which of the following statements is true?
a) Socialization plays no part in personality formation in individuals.
b) Large-scale complex societies that are not culturally homogenous usually have unanimous agreement about what should be the shared norms.
c) Successful socialization can result in uniformity within a society.
d) b and c
5. Individuals who have not been socialized in the same way as the majority of people are often considered by their society to be _.
a) mentally ill
b) abnormal or odd
c) deviant
d) all of the above
6. When does socialization begin?
a) at the time when an individual is conceived or within the first few weeks following conception
b) at birth or shortly thereafter
c) on entering nursery school or kindergarten
d) when children reach puberty and are able to understand the reasons for society’s rules
7. Which of the following is true of socialization?
a) Early childhood is the period of the most intense and the most crucial socialization.
b) Socialization continues until we are adults and then usually stops because we have learned our culture by that time.
c) All cultures use the same techniques to socialize their children.
8. Who is mostly involved directly in the socialization of children around the world?
a) adult men 20-40 years of age
b) grandparents
c) women and girls
9. As a result of Margaret Mead’s 1950’s study of socialization practices in six different societies, she concluded that _.
a) Socialization practices vary markedly from society to society.
b) Socialization practices are generally similar among people of the same society.
c) both of the above
d) none of the above
10. The repetitive practicing of basic skills by an individualis an example of which kind of educational method?
a) formal
b) informal
c) technical
d) none of the above

How These 4 Types of Organizational Culture Define Your Company

It has an impact on the performance of your organization in all aspects of its operations, from new hire recruiting to talent retention to employee engagement. Your company’s culture has a direct impact on the sorts of applicants you recruit and the types of workers that you retain. However, while every firm’s culture will vary over time — particularly as the team expands and new employees are brought on board — you may take efforts to customize your culture to better align with the values and goal of your organization.

What is Organizational Culture?

Organizational culture, often known as corporate culture, is described as the set of common beliefs, attitudes, and practices that distinguishes a corporation. You may think of it as the personality of your organization, and it has a significant impact on the overall pleasure of your employees. Alexandria Jacobson contributed to this story with reporting. TRENDS AND PREDICTIONS FOR TECHNICAL HIRING IN 2022: FREE WEBINAR CLICK HERE TO REGISTER NOW. The event will take place on January 20 at 10 a.m.

Recap: What Is Organizational Culture?

What is the definition of organizational culture? Organizational Culture: Its Characteristics and Components | Wharton Executive Education. Let’s start at the beginning and work our way through the different categories. Organizational culture, often known as corporate culture, is described as the set of shared beliefs, attitudes, and practices that distinguishes a firm from its competitors. It represents the personality of your firm, and it has a significant impact on the overall pleasure of your personnel.

When it comes down to it, your fundamental values should shape your organization’s culture, but they should not be considered an entire endeavor, and benefit packages should be a result of your conscious efforts to establish a pleasant workplace atmosphere.

Adults, according to a recent Glassdoor survey, are more likely than other job applicants to consider the company’s culture before applying for an open position.

A lot of work and attention goes into developing a great company culture; your culture must correctly reflect your beliefs and be aligned with your overall goal to be successful.

The task at hand is enormous, but don’t be discouraged: your efforts will be rewarded in the long run. Now, let’s take a look at the four major forms of organizational cultures.

4 Types of Organizational Culture

Robert E. Quinn and Kim S. Cameron of the University of Michigan in Ann Arbor conducted research on the characteristics that contribute to the success of enterprises. Researchers found two major polarities from a list of 39 attributes: (1) internal emphasis and integration vs exterior focus and distinction; (2) flexibility and discretion versus stability and control; and (3) internal focus versus external focus and differentiation. In the Competing Values Framework, which is a component of the verified and widely-used Organizational Cultural Assessment Instrument, these characteristics are expressed in a graphic manner.

Quinn and Cameron’s four categories, on the other hand, are widely acknowledged and appear to have an impact on any variations.

Type 1: Clan Culture

The primary focus will be on mentoring and teamwork. Defining Characteristics: Adaptability and discretion; internal concentration and integration “We’re all in this together,” says the company’s motto. Clan Culture is described as follows: Clan cultures are people-oriented in the sense that the firm is treated as if it were a family. In this highly collaborative workplace, every employee is recognized for his or her contributions, and communication is a major focus. Clan culture is frequently associated with a horizontal organizational structure, which aids in the dismantling of barriers between the C-suite and the rest of the workforce and the promotion of mentorship possibilities.

  1. The advantages of clan cultures are that they have high rates of employee engagement, and happy employees translate into pleased consumers.
  2. Drawbacks: As a firm expands, it becomes increasingly difficult to preserve a family-style corporate culture.
  3. Clan Culture Can Be Found in the Following Places: Are you adaptable, team-oriented, and have a horizontal organizational structure?
  4. Young firms that are just getting started place a strong focus on cooperation and communication; leadership solicits comments and ideas from employees; and corporations place a high priority on team-building.

According to Joel Schlundt, vice president of engineering at Hireology, “When you have a blended workforce, your local workers may assist bridge gaps and establish empathy.” Job swaps were organized by the team in order to enable employees better understand and respect the jobs of their coworkers.

In order to establish a clan culture within your organization, the first step is to consult with your personnel.

Find out what they value, what they’d want to see changed, and what suggestions they have to assist the organization go farther along the path. Step two is to take their suggestions into consideration and put them into action.

Type 2: Adhocracy Culture

The primary focus will be on risk-taking and innovation. Flexible and discretion; outward focus and distinction; they are the characteristics that define you. Motto: “Take a chance to get the biscuit.” Adhocracy Culture is defined as follows: Adhocracy cultures are characterized by their capacity to innovate and adapt. The firms included here are at the forefront of their respective industries, striving to build the next great thing before anybody else has even begun asking the proper questions about their products or services.

  • The uniqueness of employees is valued in adhocracy cultures in the sense that they are encouraged to think creatively and contribute their ideas to the table.
  • Incentives:Adhocracy cultures are associated with strong profit margins and a high level of public recognition.
  • Furthermore, with a strong emphasis on innovation and creativity, professional growth possibilities are simple to justify.
  • Employees that work in adhocracy cultures may find themselves in a state of competitiveness as the demand to generate fresh ideas increases.
  • They thrive on new ideas and the opportunity to achieve something that hasn’t been done before.
  • Create this culture inside your organization by following the steps below.
  • The implementation of strategy and holding brainstorming sessions, on the other hand, offers employees with the chance to discuss important ideas that may help the organization advance further.
  • More information about the Company’s Culture What is startup culture, why is it important, and how can you cultivate it?

Type 3: Market Culture

Competition and expansion are the primary concerns. Stability and control; outward focus and distinction are the characteristics that define a person. “We’re in it to win it,” says the team’s motto. Market Culture is defined as follows: Profitability is given top priority in the market culture. Everyone and everything is assessed in terms of the bottom line; each job has an aim that is aligned with the company’s overall goal, and there are frequently numerous levels of separation between employees and leadership roles.

  • A market-oriented mindset emphasizes the significance of fulfilling quotas, achieving objectives, and achieving outcomes.
  • The fact that the entire business is externally focused means that there is a primary purpose that everyone can rally around and strive toward.
  • When working in such an intense and fast-paced workplace, there is a risk of burnout.
  • As a result, these are frequently larger corporations that are already at the top of their respective industries.
  • Employees at an industry leader such as Bluecore, a retail marketing platform that makes use of artificial intelligence technology, benefit from having defined objectives, which helps the team give excellent customer service.
  • When it comes to creating a market culture inside your business, the first step is to evaluate each job within your organization.

This is important since every facet of a market culture is related to the company’s bottom line. Calculate the return on investment (ROI) for each position and assign realistic productivity goals. Consider paying high achievers in order to promote more of the same.

Type 4: Hierarchy Culture

The primary focus is on the structure and stability of the system. Stability and control; internal focus and integration; and internal integration and focus “Get it done correctly,” is the company’s motto. Concerning Hierarchy Culture: The conventional corporate structure is followed by companies that have a hierarchy-based organizational culture. These are organizations that place a strong emphasis on internal structure, as seen by a well defined chain of command and various management layers that isolate employees from senior management.

  1. Organizational cultures are defined by their established procedures, which makes them stable and risk-averse.
  2. There are well defined systems in place to achieve the primary objectives of the organization.
  3. Employee input is discouraged because the organization takes precedence over the person.
  4. The firms in this category are laser-focused on the way their daily operations are carried out and have no intention of altering their ways anytime soon, if at all.
  5. Making your procedures more efficient is the first step in establishing a hierarchical culture.
  6. Take into consideration every team and department to ensure that they have clear long- and short-term objectives in place.
  7. Check the state of your current organizational culture and take stock of what genuinely important to your business – where are you aligned, and where do you have room for improvement?
  8. As a result, recruit for culture addition rather than culture fit.
  9. The event will take place on January 20 at 10 a.m.

Culture: 4 keys to why it matters

What is it that distinguishes the highest-performing organizations from the others? Is this a clever strategy? Superior items, perhaps? Better people, perhaps? While it is possible that they do, any benefit quickly fades if it is not founded on something more basic. a factor that allows a competitive advantage to be sustained and expanded over time That something is referred to as culture. What exactly is culture? What individuals do and how they do it is the starting point for culture.

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The cumulative effect of what is done and how it is done is what ultimately defines the performance of an organization.

As the captain of the Titanic discovered a bit too late on that fatal night in 1912, 90 percent of an iceberg’s mass resides beneath the surface of the water.

In the same way that a captain navigating icy seas must grasp that most of what counts in an organization cannot be seen, anybody attempting to comprehend its culture must recognize that most of what matters cannot be seen.

As a result, culture is defined as the shared set of behaviors, as well as the underlying mindsets and ideas, that influence how individuals work and interact on a daily basis. There are four reasons why culture is important.

  1. The relationship between culture and performance has been established. A top quartile culture (as measured by our Organizational Health Index) generates a return to shareholders that is 60 percent higher than the median company and 200 percent higher than the bottom quartile culture. Culture is inherently difficult to replicate, as evidenced by our research of over 1,000 organizations with more than three million employees. Because of the increasing speed of invention, goods and business models are always under threat of being copied. When operating in this environment, a healthy culture that adjusts naturally to changing situations and finds new methods to win is the ultimate competitive edge. Organizations with healthy cultures are better equipped to adapt. In a world where the only constant is change, organizational culture becomes even more crucial, since companies with high-performing cultures thrive on the continual flux of the environment around them. The contrary is also true: unhealthy cultures do not adapt effectively to new situations or circumstances. According to our study, 70 percent of transformations fail, and 70 percent of those failures are attributable to culture-related challenges. Unhealthy cultures result in underperformance, if not worse, in the organization. Over time, not only can unhealthy cultures promote poor performance, but they may also be the source of your own downfall. As daily headlines demonstrate, culture has the ability to knock corporate behemoths to their knees.

Creating healthier and more productive cultures is a topic that we will go into further depth about in future postings, so stay tuned.

Chapter 18: Organizational Culture

Organizational Culture is covered in Chapter 18. What exactly do you hope to learn?

  • Provide an explanation for institutionalization and how it relates to organizational culture Define the traits that are similar to all organizations and contribute to their culture. Compare and contrast civilizations that are powerful and weak. Distinguish between the positive and negative effects of organizational culture on individuals and the organization
  • Describe the variables that influence the culture of an organization. List the aspects that contribute to the preservation of an organization’s culture. Clarify the process through which culture is passed on to workers. Describe the numerous socialising options that are accessible to managers. Describe a culture that is focused on meeting the needs of customers. Describe the features of a spiritual culture
  • And

What is the definition of institutionalization? What is the definition of organizational culture? An organization becomes institutionalized when it takes on a life of its own, separate from any of its members, and gains the ability to endure indefinitely. The organization is appreciated for its own sake, rather than only for the products or services it provides. It is this common system of meaning that separates the organization from other organizations that is referred to as organizational culture.

  • Taking risks and being creative are important. The extent to which employees are encouraged to be inventive and take chances
  • The level of attention paid to detail in the workplace. The extent to which personnel are required to demonstrate accuracy, analysis, and meticulous attention to detail
  • The emphasis is on the end result. The extent to which management is concerned with results or outcomes rather than with technique and procedure
  • Orientation toward people. When making management decisions, how much thought is given to the impact that results will have on individuals inside the business
  • Orientation to the group When work activities are arranged around teams rather than individuals, the degree to which they are successful. Aggressiveness. The extent to which people are aggressive and competitive rather than laid-back and easygoing
  • Stability. The extent to which organizational operations are geared toward sustaining the status quo rather than toward progress.

In other words, culture is a descriptive phrase, rather than an evaluative one. A company’s/organizational organization’s culture is concerned with how its qualities are viewed, not whether they are liked or hated. It has nothing to do with work satisfaction. Do Organizations Have Consistent Cultural Atmospheres? Organizational culture is defined as a shared view held by the members of an organization as a whole.

  • The dominant culture of an organization expresses the fundamental values that are held by the majority of its members. It is usual in large companies to see the emergence of subcultures, which are minicultures that reflect similar issues and circumstances or experiences. Departmental and geographical boundaries are frequently used to establish these
  • Core Values or dominant (main) values are values that are widely recognized within the company.

Cultures that are strong versus those that are weak Strong cultures are those in which the fundamental principles are deeply held and broadly shared. Culture vs. formalization is a debate that continues today. As a result of cultural transmission, many rules and regulations governing performance do not need to be formally (explicitly) established in order to be effective. As a result, culture can function in some ways similarly to formalization. Organizational Culture versus National Culture Because country culture has a greater effect on employees than corporate culture, multinational organizations may choose to select applicants who are compatible with the organizational (dominant) culture.

  • .
  • It plays a crucial function in determining boundaries.
  • It makes it easier to develop a sense of devotion to something greater than one’s own personal interests.
  • It functions as a “sense-making” and control mechanism, guiding and shaping the attitudes and behaviors of employees and other members of the public.
  • a barrier to inclusion and diversity Acquisitions and mergers are hindered by a number of factors.
  • The beginning of a culture: the founders and their vision create the tone. To begin, hire and retain employees who are aligned with the company’s vision
  • Then socialize them
  • And finally, the founder’s behavior serves as a role model and defines the organization’s personality (for example, David Packard of Hewlett-Packard, Bill Gates of Microsoft, Herb Kelleher of Southwest Airlines, Mary Kay of Mary Kay Cosmetics, etc.). What can be done to keep it alive? There are several options. In the first instance, it is reflected and sustained through human resource policies, such as selection (after minimum qualifications have been established, then hire for fit), performance evaluations, training and career development, promotions, and rewarding and removing those who do not support the culture. Following that, top management conduct reflects culture (does risk taking make sense? Do norms leak down? How much discretion do managers grant their staff when making decisions? I’m not sure what to wear to work. What kind of actions are rewarded and lead to promotions?, and so forth). Finally, socialization tactics (the process through which personnel get acclimated to the organization’s culture) are critical (pre-arrival, encounter, and transformation phases)
  • And
  • Narratives (for example, Nordstrom and car tires, Microsoft and calling in rich, and the Minister of Culture at Krispy Kreme)
  • Rituals are a recurring series of behaviors that reflect and reinforce essential values (for example, receiving tenure or attending the Mary Kay cosmetics annual award conference). Limousines, planes, office space, and dress code are examples of material symbols that communicate to employees what is essential, who is in charge of the organization, and what sorts of conduct are appropriate. A language can be used to identify members of civilizations or subcultures
  • If it is used by everyone, it is accepted and perpetuated (for example, slang used by corporations such as Boeing)
  • It is possible to utilize the qualities of sociability (friendliness) and solidarity (task orientation) to analyze different forms of culture, including networked, mercenary, fragmented, and communal cultures. Remember the management grid from earlier?
  • Be a visible role model
  • Communicate ethical expectations
  • And model ethical behavior. Provide training in ethical conduct
  • Clearly recognize and promote ethical behavior while punishing unethical behavior
  • Protective systems should be in place.
  • Choose personnel who are focused on the client
  • Implement a system with a low degree of formalization (allowing for greater flexibility in dealing with consumers)
  • Empower employees
  • Employ effective listening skills
  • And define roles. Helping behavior or Organizational Citizenship Behavior (OCB) should be demonstrated.

Spirituality and Organizational Culture are two important factors to consider. In the workplace, spirituality is defined as the realization that people have an inner life that is fed by meaningful work that takes place in the context of a community, and that this inner life is fed by meaningful labor.

For example, a strong sense of purpose, individual growth, trust and openness, employee empowerment, and tolerance for differing viewpoints are all desirable. A Synopsis of the Research and Implications for Managers

  • Employees construct an overall subjective opinion of the company based on criteria such as the degree of risk tolerance, the importance placed on teamwork, and the support provided to individuals. Overall perception becomes the organization’s culture or personality as a result of this. Employee performance and happiness are affected by these favorable or unfavorable opinions, with the impact being higher in organizations with stronger cultures. People’s personalities, like strong civilizations, tend to remain steady over time, just as people’s personalities do. It is tough for managers to transform strong cultures as a result of this. One of the most significant management ramifications of organizational culture has to do with decision-making in the selection process. Hiring personnel whose values do not fit with those of the company is ineffective in terms of achieving long-term objectives. Socialization gives a great deal of information on what an employee should and should not do, and this knowledge is critical to an employee’s effectiveness.

What Is Organizational Culture? And Why Should We Care?

A discussion on company culture is an excellent way to start a lively debate. However, while there is universal agreement that (1) organizational culture exists and (2) that it plays an important role in shaping behavior in organizations, there is little agreement on what organizational culture actually is, let alone how it influences behavior and whether or not it is something that leaders can influence. The difficulty is that we cannot hope to grasp the relationships between culture and other important parts of an organization, such as structure and incentive systems, until we have a meaningful definition (or definitions) of culture.

  1. Knowing what organizational culture is allows us to better identify problems and even build and construct better cultures if we can define what organizational culture is.
  2. Among the more than 300 comments were a wide and diverse range of viewpoints and ideas on organizational culture, as well as its significance and meaning.
  3. (Because there were often several comments with identical ideas, these are only early picks; sadly, it was not feasible to thank everyone who contributed to the discussion in a meaningful way.) “Culture is the way organizations ‘do things,'” says the author.
  4. In companies, culture is defined as consistent, observable patterns of behavior.
  5. This perspective promotes repetitive action or habits as the foundation of culture while downplaying the importance of what individuals feel, think, or believe.
  6. “Culture is mostly a result of compensation,” says the author.
  7. Incentives have a significant impact on cultural development.

Members of the organization are susceptible to a wide range of incentives, including monetary compensation, nonmonetary compensation like as status, recognition, and promotion, as well as punishments, which we refer to as “incentives.” But from where do these inducements come?

What determines patterns of behavior?

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“Organizational culture is defined as a jointly shared definition of an organization from inside,” according to the authors.

In organizations, culture is a process of “sense-making” that takes place.

It asserts that one of the most important functions of culture is to assist its members in orienting themselves to “reality” in ways that serve as a foundation for alignment of purpose and shared action.

Culture serves as a conduit for the transmission of meaning.

Moreover, it draws attention to the significance of symbols and the necessity of understanding them in order to comprehend culture — including the distinctive languages used by organizations — “Organizational culture is civilisation in the workplace,” says the author of The Culture of Work.

Culture is a social control mechanism that regulates behavior.

In this definition of culture, the concept of behavioral “norms” that must be adhered to, as well as the social punishments that are inflicted on those who do not “keep inside the lines,” are essential components.

What this means is, how have the organization’s current rules contributed to its long-term survival in the past?

“Culture serves as the immune system of the company.” Michael Watkins is a writer and poet.

It stops “bad thoughts” and “wrong individuals” from joining the organization in the first place by creating a barrier to entry.

The difficulty, of course, is that organizational immune systems may also target agents of required change, which has profound consequences for the onboarding and integration of new employees into companies, among other things.

“Organizational culture is the overarching culture of the society in which we live, although with a stronger focus on specific aspects of that culture.” Elizabeth Skringar is the author of this piece.

This comment underscores the difficulties that global companies confront in building and sustaining a coherent culture when working in an environment that includes a variety of national, regional, and local cultural traditions and practices.

“Thinking that there is just one culture in a huge company oversimplifies the problem.

Numerous variables influence internal variances in the cultures of corporate activities (for example, finance vs marketing) and organizational units (e.g.

a pharmaceuticals division of a diversified firm).

The legacy cultures of acquired entities can survive for a surprising amount of time, depending on how well the acquisition and integration processes are managed.

that is capable of responding to the realities of the world as quickly as feasible.” — Abdi Osman Jama, a.k.a.

When external and internal changes occur, they move progressively and continually, depending on the situation.

However, it raises the potential that cultural change might be handled as a continuous process rather than as a series of abrupt alterations in behavior (often in response to crises).

A constant state of learning and development should characterize the organization’s culture.

Those who hold these perspectives have the kind of comprehensive, nuanced understanding of organizational culture that leaders require in order to truly understand their organizations — and to have any hope of changing them for the better.

Multiple Choice Questions

Rebecca New’s research on Italian children’s play was based on this notion, which she used to explain her findings? A. developmental pathways B. developmental niche C. developmental domain D. developmental outcomes A. developmental pathways B. developmental niche C. developmental domain D. developmental outcomes Which of the following does not constitute a component of the developmental niche: A. the physical and social environment B. the conventions and practices of childrearing C. the psychology of the caregiversD.

New identified a link between play and culture as a result of her investigation.

In this study, A.

women engaged infants in more rough– n– tumble play than most males C.

play did not provide a context for learning According to which of the following persons, culture is described as “a complex totality that encompasses all aspects of man’s development as a member of society, including knowledge, belief, art, law, morals, custom, and any other talents and habits acquired by man as a part of society”?

  1. C.
  2. D.
  3. Among the most recent cultural metaphors is the inclusion of our talents, abilities, practices, scripts, and worldviews, all of which aid us in navigating and making sense of the social reality in which we live.
  4. tool kit D.
  5. mental construct D.
  6. engaging in daily cultural practices C.
  7. experiencing a phenomenon that we will never live, experience, or perform B.

A.culture is a tangible artifactB.culture is a languageC.culture is something that is sharedD.culture aids us in navigating and making sense of our social environments Which of the following is an example of culture as a system of meanings that is shared by everyone?

the design of buildingsB.

the subsistence pattern of a communityD.

Mikael’s parents were born in Ukraine and came to the United States.

Which of the following is an example of a trait of culture?


transmitted It is important to note that nationality relates to the following things:A.

the language one speaksC.

the country to which a person emigrated A person who lives and participates in more than one cultural environment is referred to as a: A.




bisymbolic a person’s place of origin; b.

persons who reside in more than one cultural environment; d.

something that is permanentB.

something that is set at birthD.

Your point of view is consistent with the notion of: A.

cultural relativism; C.


absolutism In cross-cultural psychology, one of the primary goals is to achieve which of the following?

to look for universals and cultural heterogeneity in the way we behave, think, and feel B.

to approach culture as an independent variable D.

to look for evidence to support absolutism Which of the following statements regarding cultural psychology is NOT correct?

Culture has an equal influence in influencing our behaviors, thoughts, and feelings as does heredity in shaping our actions, thoughts, and feelings.


Culture psychology does not recognize the effect of nature and nurture This subfield subscribes to the metaphor of culture in mind, which is which of the following subfields?

anthropology; B.

cultural psychology; D.

anthropology; B.

anthropology; C.

indigenous psychology; A.

anthropology; C.

indigenous psychology; A.

anthropology; C.

indigenous psychology; A.

anthropology; C.

What kind of social scientist do you think your coworker is?

indigenous psychologist B.

anthropologist D.

indigenous psychologist B.

devotion to the belief in psychological unity; B.


an emphasis on culture as an independent variable in the study of individual activity It is important to note that cultural studies:A.

is concerned with measuring human activityC.

embraces the notion of psychic unity Which two subfields are characterized by a strong emphasis on studying groups rather than individual behavior?

cultural studies and psychologyB.

anthropology and sociologyD.

cultural studies and psychologyB.

the study of human groupings throughout history B.the investigation of social relationships, institutions, and social issues C.

the investigation of the content and circumstances in which human action takes place Sociology has a long history of exploring which of the following topics?



cultural relativismC.


universalism D.

emics and etics.

Cultural relativism and universalism are alternatives to absolutism and psychological unity, respectively.


socialization and acculturationc.

Alexandra is now researching the fundamental meaningless units of sound in Punjabi.


eticsD.phonemes When it comes to studying human behaviour in local environments, cultural psychologists, indigenous psychologists, and anthropologists are most likely to employ the following approach: A.



sociological Female genital surgery is seen negatively by many Westerners as a potentially harmful and unethical treatment.

ethnocentrism B.

absolutism A.

cultural relativism D.

When youngsters do not behave correctly in some Pacific Rim societies, caretakers utilize rigorous physical discipline to correct the situation.

ethnocentrism is a way of looking at things from a particular perspective.

cultural relativismB.

neoliberalism D.

All of the following suggestions may be made if you were attempting to assist someone in reducing their ethnocentric thinking.

accept that we are always attempting to understand events from a familiar point of view Keep in mind that your own cultural framework might be used to evaluate actions.


self-expression; B.

interdependent connections; D.

Individualism sees the self as consisting of the following characteristics: A.

bounded and distinct C.

a conformist A.

bounded and separate When it comes to the comparative dimension, individuality against collectivism, which of the following is TRUE?

cultural orientation is a binary phenomena; B.

all members will exhibit the same amount of individualism or collectivism; and D.

Which of the following forces is NOT a motivation to get a degree in cultural studies?

ethnocentrism B.

globalization A.

modernization C.

Migration is a term that is used to refer to the movement of people across borders.

The following is an example of how cultural psychology research has been used in US classrooms: The following strategies are used: A.

relying on mainstream American cultural and behavioral scripts; C.

assisting students in bridging the gap between home and school learning practices Some Western-educated American teachers may misinterpret Native American children remaining silent in class because the teachers:A.

are taking a cultural relativist approachC.

are taking an absolutist approach to teaching Native American children According to San Pedro, silence serves a variety of functions for Native American children, including: A.

not wanting to be bullied; and C.


a technique that will not be used in classD.

a segmented approach to learning at home One or more of the following initiatives has been proven to be effective in improving Native Hawaiian children’s academic achievement.

The Honolulu Elementary Education ProgramD.

Bridge-building across culturesBridge-building across divides The Kamehameha Elementary Education Program (C) and the Honolulu Elementary Education Program (D) are examples of elementary education programs in Hawaii.

Cultural BridgesB.

The Kamehameha Elementary Education ProgramD.

The Kamehameha Elementary Education Program In his book, Playing on the Mother Ground, Lancy argues that: A.

parents play a critical role in children’s academic success; C.

parents play a critical role in children’s academic success; E.

parents play a critical role in children’s academic success.

It is not required to bridge the gap between learning activities at home and at school C.cultural routines assist youngsters in learning the norms and skills necessary to be successful in their environments.

to give a safe space for children to play close to people so that adults can keep an eye on them b.

to keep mothers near their infants during feedings d.

gender divided groupsB C.

playthings that have been made In the case of many children, play serves as:A.

a distraction for childrenC.

a means of strengthening adult-child interactions.

The importance of personal relationships in business is emphasized by Chinese professionals; however, many Americans distinguish between business and personal relationships; Chinese professionals work hard to cultivate relationships; and ensuring that the business partnership is profitable is emphasized by Chinese professionals Many Chinese enterprises like to get into long-term commercial agreements.

These businesses want to conduct business with individuals they can put their faith in.

individuality; B.

one-of-a-kindness; D.

The need of accepting and comprehending behaviors in the environment in which they occur is emphasized by cultural psychology practitioners.

If you are an Australian conducting business in China, which of the following statements is TRUE?

When speaking with a boss, avoid direct eye contact.

When speaking with every company employee, avoid direct eye contact.


whether or not the client would seek treatment C.

whether or not the client has any trouble identifying with the therapist In Helen Morton Lee’s book Becoming Tongan: An Ethnography of Childhood, which of the following is demonstrated?

keeping culture in mindB.

As defined by Helen Morton Lee, the purpose of Tongan socialization techniques is for children to:A.

value conformity; C.

value individuality.

acquirepoto; B.

value sensitivity to others What is the one thing that Kpelle and Tongan youngsters have in common?

Identify which of the following cultural ideals does not form part of a Tongan child’s everyday life.

love; B.

respect; D.

Parents do not believe that they should play with their children.

Children learn to bow at a very young age.

Slapping games with A.Tuluo, B.poto, and C.poto he anga, and D.

In Tonga, cultural models are intertwined to assist children in learning appropriate ways to express their feelings.

when the caregiver uses threatening actions and cuddling with their young infantC.

when adults use threatening actions and cuddling with their young infantC.

how cultural practices influence developmental outcomesB.

the importance of using indigenous approachesD. the differences between ethnocentrism and cultural relativismA. how cultural practices influence developmental outcomesB. the importance of emics and etics in researchC. the importance of using indigenous approachesD.

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