Which Of The Following Statements Best Describes Organizational Culture

Contents

Chapter 2: Culture and People

1. The term “culture” comes from the Latin word .

  1. The Russian term ‘creda’, which means ‘being’
  2. The Latin word ‘cultura’, which comes from the verbcolere, which means ‘to till’
  3. The Turkish word ‘copki’, which means ‘to swim’
  4. The Slovene word ‘kava’, which means ‘a coffee’
  5. And the English word ‘culture’.

Answer:B2. Which of the following assertions most accurately describes culture is correct?

  1. Culture may be defined as a distinctive way of life practiced by a group of people. Culture is an ideology made up of deceptive belief systems
  2. It is a cult. As a place of oppression, culture plays a role. Culture consists solely of rules and conventions.

Aboriginal and Torres Strait Islander cultural beliefs have in Australia, as evidenced by the following:

  1. A strong physical and spiritual bond with the landscape was established through ‘the Dreaming,’ and the people placed a strong emphasis on bowing to their children. They placed a strong emphasis on both hanging horseshoes over their doors to bring positive spirits and good luck, as well as bowing to their children.

Correct Answer:B4: Which of the following statements best shows the importance of cultural rituals and practices observed by individuals today?

  1. Regularizing violence
  2. The power of soccer in many countries, beginning in Europe and South America and symbolizing a fundamental national value of national pride
  3. Royal weddings, which serve to reinforce a sense of belonging to a national culture
  4. Both the power of soccer in many countries, beginning in Europe and South America and symbolizing a fundamental national value of national pride, and the royal weddings, which serve to reinforce a sense of belonging to a national culture
  5. The normalization of violence

Identify which of the following best defines the emic approach in the following sentence.

  1. The emic approach considers each culture to be a distinct entity that can only be evaluated via the use of constructs that have been formed inside the culture. Culture-specific elements, attitudes, and behaviors are identified and discussed using an emic method. This technique cannot be used across all cultures. Those who dwell inside a culture and whose interpretations are affected by the local conventions, values, meanings, and beliefs
  2. All of these are considered emic knowledge and interpretations

Social constructionists believe that cultural identities are constructed via interaction with other people.

  1. Meaning that people use linguistic and other cultural resources in the ongoing construction and reconstruction of personal and group identity
  2. Indicates that a person is a member of a cultural group and distinguishes him or her from others who are members of other groups
  3. Indicates that a theatrical performance conveys one’s self in the best possible light to others
  4. All of these

Answer:D7. What exactly does it mean to say that a culture is “dynamic”?

  1. With the passage of time, culture is prone to change. By applying established categories to culture, one can gain a better understanding of it. Only the elites are capable of creating culture. Culture is defined as the resistance to change.

What sentence best depicts subculture, according to you? Answer: A8.

  1. There are subcultures inside cultures
  2. There are subcultures within cultures. Subcultures only cause their members to experience sentiments of dread and terror
  3. Ethnicity, social class, organization, and geographic area are all factors that might characterize a subculture. It is possible to distinguish between subcultures within a culture, and subcultures can be distinguished based on ethnicity, social status, organization, and geographic location.

Answer:D9. When it comes to corporate culture, which of the following claims is NOT true?

  1. In order to regulate their behavior, employees’ beliefs and values must be met. Organizational reality is interpreted by employees in a common way by all of them. The values of subsidiaries of the same firm that operate in various nations are identical to one another. Employees get a sense of belonging as a result of their employer’s culture.

In order to regulate their behavior, employees have beliefs and values; Organizational reality is interpreted by employees in a shared way by the group. It is exactly the same ideals shared by subsidiaries of the same firm operating in several nations. Employees’ sense of belonging is shaped by their company’s culture.

  1. It is tightly associated with lower levels of user interaction
  2. It concentrates solely on religious identities
  3. It promotes ethnic groups in the majority
  4. It represents the transition from print and broadcast-centered media to networked media, which are reliant on digital communication technology

What Is Organizational Culture?

Organizational culture may be defined as the underlying ideas, assumptions, values, and methods of interacting that contribute to the distinctive social and psychological environment that exists inside a company or group of companies.

Organizational Culture Definition and Characteristics

Organizational culture encompasses an organization’s expectations, experiences, philosophy, as well as the values that influence member conduct. It manifests itself in members’ self-image, inner workings, interactions with the outside world, and expectations for the organization’s future success. Culture is founded on common attitudes, beliefs, practices, and written and unwritten regulations that have formed over time and are deemed valid by the majority of people in a certain society or region (The Business Dictionary).

Organizational culture may be defined as “the way things are done around here,” to put it another way (DealKennedy, 2000).

Organizational culture, according to this collection of concepts, is a set of common ideas that influence what happens in organizations by defining proper conduct for particular contexts (RavasiSchultz, 2006).

Additionally, corporate culture may have an impact on how strongly employees identify with their company (Schrodt, 2002).

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Business executives have an important role in the development and dissemination of their company’s culture. The link between leadership and culture, on the other hand, is not a one-way street. While leaders are the primary architects of culture, the type of leadership that is conceivable is influenced by the culture that has been developed (Schein, 2010). Leaders must recognize and acknowledge their contribution to the preservation or evolution of an organization’s culture. A deeply ingrained and well-established culture serves as an example of how people should behave, which can aid employees in achieving their objectives.

Organizational culture, leadership, and work happiness are all intertwined in this way, according to this viewpoint.

These distinctions can present themselves in a variety of ways, including, but not limited to, the following:

WORKPLACE CULTURE DIFFERENCES

Individual and market culture are both strongly influenced by how members of a company do business, treat workers, customers, and the broader community, among other things. Person culture is a culture in which horizontal structures are the most relevant, as opposed to vertical structures. Everyone is considered to be more valuable than the organization as a whole, according to the organization. The organization may suffer as a result of conflicting persons and objectives, which makes it difficult to maintain this model (Boundless, 2015).

Adaptive Culture and Adhocracy Culture

The amount to which decision-making flexibility, the development of new ideas, and the expression of one’s individuality are permitted are critical components of adaptive cultures and adhocracy cultures. Adaptive cultures place a high priority on change and are action-oriented, which increases their chances of survival through time (Costanza et al., 2015). Adhocracy cultures are dynamic and entrepreneurial, with a strong emphasis on risk-taking, creativity, and the ability to be the first to accomplish things (ArtsFWD, 2013).

Power Culture, Role Culture, and Hierarchy Culture

Power cultures, role cultures, and hierarchy cultures all have an impact on how power and information are distributed within an organization’s structure and system of communication. Power cultures are characterized by a single leader who makes quick choices and maintains control over the strategy. This sort of culture necessitates a high level of respect for the person in control (Boundless, 2015). Role cultures are those in which functional structures are established, in which employees understand their roles, report to their superiors, and place a high importance on efficiency and correctness above all other considerations (Boundless, 2015).

In that they are highly structured, hierarchical cultures are comparable to role cultures in that they are highly structured. They are concerned with efficiency, stability, and doing things well (ArtsFWD, 2013).

Task Culture and Clan Culture

The degree to which personnel are devoted to the achievement of common goals is a component of task cultures and clan cultures. In a task culture, teams are created with skilled individuals to address specific issues that have been identified. Due to the importance of the tasks and the large number of small teams involved in this sort of culture, a matrix structure is popular (Boundless, 2015). Clan cultures are family-like in nature, with a strong emphasis on mentoring, nurturing, and doing things as a group of people (ArtsFWD, 2013).

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The culture of an organization does not remain static. Throughout their interactions, members of an organization come to have a common understanding of “what right looks like.” They learn what works and what doesn’t and how to apply that knowledge to their own situations. When those ideas and assumptions lead to less-than-successful outcomes, the culture of the business must change in order for the firm to remain relevant in a rapidly evolving world. Achieving a shift in company culture is a difficult endeavor.

Leaders must persuade their staff of the benefits of change and demonstrate via collective experience with new behaviors that the new culture is the most effective way to function in order to achieve success.

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CUMMINGSWORLEY SIX GUIDELINES FOR CULTURE CHANGE

In order for future culture change to take place, this vision must be set forward and followed.

Display top-management commitment.

Culture change must be supported at the highest levels of the business in order for it to be effectively implemented across the rest of the organization.

Model culture change at the highest level.

The behavior of the management team must serve as a model for the sorts of values and behaviors that should be emulated across the organization. Change agents are critical to the success of this cultural change process, and they are also vital communicators of the new values that are being introduced.

Modify the organization to support organizational change.

This involves assessing which present processes, policies, procedures, and norms need to be updated in order to bring the organization into line with the new values and desired culture.

Select and socialize newcomers and terminate deviants.

Employee motivation and commitment to the firm will be encouraged, resulting in a positive corporate culture. All staff should get training to assist them grasp the new procedures, expectations, and systems that have been implemented.

Develop ethical and legal sensitivity.

This phase can help to identify change impediments and resistant personnel, as well as recognize and reward employee improvement, hence promoting continuing change and engagement on the part of the organization.

Our approach to culture change is designed to help organizations yield sustainable performance results.

As an alternative to altering the culture of a whole business, an organization can become more adaptive and agile by enabling certain types of subcultures to arise. The common trait of organizational subcultures is a shared standard or belief that unites the members of the group (BoisnierChatman, 2002). It is possible to categorize subcultures as either augmenting, orthogonal, or counterculture, with each representing a different amount of congruence with the ideals of the prevailing culture (MartinSiehl, 1983).

People who belong to orthogonal subcultures are those who both embrace the ideals of the prevailing culture and have their own set of values that are unique from but complementary to the dominant culture.

While having a deeply rooted organizational culture is typically associated with superior performance, it is possible that these businesses will not be able to adjust in time to secure their long-term survival.

As a result, allowing for the emergence of subcultures may help organizations become more nimble. Meet the members of the gothamCulture team.

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While there is universal agreement that organizational cultures do exist and that they are a significant factor in the formation of organizational behaviour, defining the term precisely is a challenging task to do. In addition to permitting a more thorough study of organizational culture, an absolute definition would improve our knowledge of how it effects other organizational outcomes such as productivity, employee engagement, and commitment, among other things, Unquestionably, there is one thing that can be said about culture: it is continuously being produced and modified, and it is continually being fragmented in order to secure the success of the parent institution.

  • Cancialosi, C., et al (2017, July 17) What is the definition of organizational culture?
  • E., and Kennedy, A.
  • (1982, 2000) Corporate Cultures: The Rites and Rituals of Corporate Life is a book about corporate cultures.
  • Perseus Books published a book in 2000 titled The Business Dictionary is a great resource.
  • Introduction to Business and Its Environment in Context: An Introduction to Business and Its Environment D.
  • Schultz have published a paper in Science (2006).
  • The Academy of Management Journal, vol.
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3, pp.

P.

Organizational culture and identity are intertwined in a retail sales organization, as evidenced by employee views of culture and identification in a retail sales company.

53, no.

189–202 Organizational Culture and Leadership, edited by Edgar H.

Jossey-Bass Publishers, San Francisco, 2010.

Tsai, Y., and Tsai, Y.

In this study, we looked at the relationship between organizational culture, leadership behavior, and employee satisfaction.

BMC Health Services Research BMC Health Serv Res(11)1, 98.

Management that knows no bounds.

boundless.com was used to obtain this information.

“4 Types of Organizational Culture,” according to the author.

From David P., Nikki Blacksmith, Meredith R.

Severt, and Arwen H.

(2015).

Journal of Business and Psychology, 1-21.

Web.

Cummings and Christopher G.

A.

Chatman, A.

Chatman, J.

The Contribution of Subcultures to the Success of Agile Organizations People management and leadership in fast-paced businesses.

The book will be published in 2002. Siehl, J., and Martin, J. (1983). Organizational culture and counterculture are in a state of uncomfortable coexistence. Organizational Dynamics, vol. 122, no. 2, pp. 52-65.

Human Relations in the Organization: Chapter 8 Organizational Culture Study Guide/Notes

  • While there is universal agreement that organizational cultures do exist and that they are a significant factor in the formation of organizational behaviour, defining the term precisely is a tough task to undertake. In addition to permitting a more thorough study of organizational culture, an absolute definition would improve our knowledge of how it effects other organizational outcomes such as productivity, employee engagement, and commitment, among others. ” When it comes to culture, there is no question about one thing: it is always being produced, updated, and fragmented in order to guarantee that the parent organization’s success is maintained. Italicized version of Cancialosi et al (2017, July 17) Organisational Culture is defined as follows: Deal, T. E., and Kennedy, A. A., et al., eds., retrieved from (1982, 2000) Companies’ cultures are defined by the rites and ceremonies that take place in the course of daily business operations. Penguin Books published a revised edition in 1982. Originally published in 2000 by Perseus Books The Business Dictionary is a resource for business professionals. The culture of the organization The name David Needle is derived from the word “needle,” which means needle in English (2004). In Context: An Introduction to Business and Its Environment is a course on business in context. Michael Schultz and David Ravasi have published a paper in which they discuss their research findings (2006). Organizational culture has an important role in responding to organizational identity challenges, according to the authors. In the third issue of the Academy of Management Journal, 433–458, the authors discuss their research findings. the author, P. Schrodt (2002). Organizational culture and identity are intertwined in a retail sales organization, as evidenced by employee views of culture and identification in the workplace. Communication Studies, vol. 53, no. 3, pp. 189–202 Organizational Culture and Leadership, by Edgar H. Schein, et al. Jossey-Bass Publishers, 2010. San Francisco, CA Print. Yao, Y. Tsai et al (2011). In this study, we looked at the relationship between organizational culture, leadership behavior, and overall job satisfaction. Journal of Medical Care and Health Services Research BMC Health Serv Res(11)1: 98. BMC Health Services Research BMC Health Serv Res(11)1:98. “The Different Types of Organizational Culture,” Boundless, “Types of Organizational Culture,” Management that knows no bounds! The 21st of July, 2015, is a day of boundless possibilities. boundless.com was used to obtain this data. Tip from a seasoned professional (2013). Organisational Culture Can Be Divided Into Four Types, according to the author. On May 14, 2013, ArtsFWD published an article titled From David P., Nikki Blacksmith, Meredith R. Coats, Jamie B. Severt, and Arwen H. Decostanza, as well as from other researchers. (2015). A study on the impact of adaptive organizational culture on long-term survival was published in 2010. Journal of Business and Psychology, 1-21. J Bus Psychol Journal of Business and Psychology. Web. Organization Development and Change, 8th Edition, South-Western College Pub., 2004. Cummings, Thomas G., and Worley, Christopher G. Chatman, J. Boisnier, A. Boisnier, A. Boisnier, A. (2002). Managing Subcultures in Agile Organizations is an important topic to discuss. Individuals in dynamic companies need to be led and managed well. The book is scheduled to be published in 2003. Siehl, J., Martin, J. (1983). It is an uncomfortable combination between organizational culture and counterculture. 122: 52-65 (Organisational Dynamics).

Nordstrom is known for its famed customer service culture, which attempts to make customers happy in practically every manner that is feasible. Customer pleasure is sought in a variety of ways by its personnel, who are given remarkable latitude in doing so.

8.2 Understanding Organizational Culture

  • Choose the option that most accurately defines your organization’s culture:

A system of shared assumptions, attitudes, and ideas that helps employees evaluate what is suitable and wrong behavior in the workplace. Behavioral patterns and overall performance in the company are significantly influenced by these factors.

  • The two gentlemen seen in the cartoon above are both sporting ridiculous checkered hats. What degree of their organization’s organizational culture do the men’s headwear portray the most accurately

Funny checkered hats and other such memorabilia serve as physical reflections of an organization’s culture.

  • Consider the following scenario: Acme, Inc. has a policy stating that any employee who comes at the workplace after 9:00 a.m. on more than three occasions per year would be dismissed. As a result of this policy, Acme is believed to prioritize which of the following values:

According to this policy, which is intended to encourage Acme workers to constantly arrive at their places of employment on time, punctuality is highly appreciated at Acme, Inc.

8.3 Characteristics of Organizational Culture

  • You are the general manager of a hotel, and you have made an effort to instill a certain culture in the establishment. You have instructed your personnel to pay attention to your visitors and their talks, and you have given them the authority to make a guest’s stay more delightful if they so choose. You employ an origami artist to adorn each room with towels and washcloths that have been folded in a unique way. Throughout the day, the cleaning team distributes mints on the pillows and makes certain that the rooms are kept clean. Describe the sort of culture you are seeking to cultivate.

A detailed-oriented organization is distinguished by its meticulousness and meticulous attention to detail. When working in this style of organization, every detail is taken into consideration and given the highest attention.

  • What sort of organizational culture does a company have that encourages workers to be competitive and outperform the competitors in the marketplace?

While aggressive cultures place a high importance on competitiveness and achieving better than the competition, they can often fall short when it comes to social responsibility and community involvement.

  • You have only recently started working at a huge garment manufacturing company. You have a lot on your plate. The company enables you to retain one item of clothes every month, completely free of charge, in order to be able to propose products to clients. You are paid better than average, have healthcare benefits, and the corporation promotes from within. What kind of corporate culture does the organization have

This is a culture that is focused on individuals. Fairness, supportiveness, and respect for individual rights are the trademarks of people-oriented organizations; people are seen as the most precious asset of the business and are treated as such as a result.

  • It has been apparent to you since beginning your new position that the organization is organized into teams of five to ten people who are each responsible for one or more distinct tasks. Every two years, a motivational speaker is invited to talk to the group on the importance of teamwork and new ideas in the realm of collaboration. You and your team’s leader already enjoy a positive working connection. What kind of organizational culture does the organization have

Because the firm is collaborative and supports teamwork and cooperation among its employees, it has developed a culture that is team-oriented. Employees in team-oriented organizations enjoy positive connections with one another and, in particular, with their supervisors and managers.

  • A team-oriented culture exists inside the business as a result of the organization’s collaborative nature, which places a high importance on collaboration and cooperation amongst employees. People that work in a team-oriented environment have positive connections with one another, as well as with their superiors.

The practice of being displayed your daily sales is an example of an outcome-oriented organizational culture. Achievement, action, and results are highly valued in result-oriented environments. They often outperform other cultures in terms of productivity, but the desire to achieve may occasionally lead to unethical actions, particularly when short-term gains are recognized and rewarded.

8.4 Service and Safety Cultures

  • As a result, Nordstrom offers each staff the liberty and empowerment to meet the specific demands of each unique consumer, even going so far as to contact other stores if the company does not currently carry a certain item. Describe the sort of organizational culture that exists here.

This is the culture of service. Employees are taught how to anticipate and address the needs of customers.

  • James works at a livestock processing factory, where he is exposed to potentially hazardous machinery as well as sharp blades when handling the animal’s meat. He has, however, seen that virtually every week, someone is wounded
  • Employees seldom wear protective equipment
  • And supervisors rarely pay attention to the action on the manufacturing floor. He hopes to change this. Describe the type of workplace culture that should be formed at James’ place of employment.

The cattle processing factory would greatly benefit from a safety culture that places a significant emphasis on the safety of all of its employees. Safety equipment like as hard helmets, gloves, goggles, and adequate footwear should be made mandatory by the management team. In addition, there should be frequent safety inspections, as well as a readiness to identify and report any safety violations that are seen.

8.5 Strength of Culture

  • Employees at the cattle processing factory would greatly benefit from a safety culture that places a significant emphasis on their personal safety. Safety equipment like as hard helmets, gloves, goggles, and adequate footwear should be made mandatory by the management. In addition, there should be frequent safety inspections, as well as a readiness to identify and report any safety violations that are observed or discovered.

People that work in a strong culture are aware of the job needs and expectations and can select the most appropriate course of action. Employees are in agreement on the company’s principles, and this has an influence on how they make choices and behave.

  • Employees know the job requirements and expectations and can decide the best potential conduct when they work in an environment with a strong corporate culture Employees are in agreement on the company’s principles, and this has an influence on how they make choices and act.

A strong culture may either be a benefit or a problem for a company, depending on the sorts of values that are shared among its members.

8.6 Do Organizations Have a Single Culture?

  • The city of New York contains a significant district known as Chinatown, where many Chinese Americans live, work, and own enterprises of their own. Both Chinese and English signs may be found on the street, and you are just as likely to hear Chinese spoken on the street as you are to hear English spoken. How about Chinatown as an example of a certain form of culture

Because Chinatown has formed as a distinct and distinct culture from the greater culture of New York City, it is referred to be a subculture in this context. Subcultures can develop inside cities such as this, but they are also frequently seen within businesses and organizations.

  • As a result of its development into a separate and distinct culture from the greater culture of New York City, Chinatown is regarded to be a subculture of the city. Within such urban environments, subcultures can develop
  • Nevertheless, they are also frequently seen within companies.

In contrast to the broader organizational culture, a counterculture is comprised of shared values and views that are held in common by members of the group and that are frequently centered on a charismatic leader. In this particular instance, the marketing department manager is most likely a very aggressive individual who has helped to shape the culture inside his or her department.

8.7 Creating and Maintaining Organizational Culture

  • Which of the following assertions is TRUE with regards to the development of a distinctive organizational culture?

It is possible to maintain organizational culture despite changes in the business environment provided certain components of organizational culture are considered successful. With regard to Ben and Jerry’s, social conscience contributed to the firm’s early success and helped identify the brand; this culture was maintained even after the company was purchased.

  • Describe the sort of organizational structure that is most commonly used in highly regulated industries to ensure long-term performance.
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Describe the sort of organizational structure that is most commonly used in highly regulated industries.

8.8 How Are Cultures Maintained?

  • The following statements are correct with regards to the attraction-selection-attrition (ASA) process:

An organization may preserve its homogeneity by recruiting, selecting, and keeping people who share its basic principles while naturally eliminating those who do not. This is accomplished by the use of the ASA process.

  • Your buddy Margot is a rock-solid, dependable, and trustworthy individual. She is always on time, well-prepared, and capable of successfully completing projects and to-do lists. She may not like a great deal of variation in her everyday responsibilities, although she is capable of working alone. Which of the following companies would be the greatest fit for Margot based on the attraction-selection-attrition process

A school district office would provide a steady workplace that prioritizes rule-following, stability, and bureaucracy, and as a result, it would be the ideal fit for Margot’s personality and abilities.

8.9 New Employee Onboarding

  • According to which of the following statements is true, the process through which new workers learn the organizational cultural components essential for success is called

When workers join a company, they go through an organizational socialization program known as onboarding. This program helps them to understand the company’s culture and values as well as its conventions and attitudes. They also learn about power dynamics and hierarchy. Networking, incentive programs, and mentorship may all be incorporated into the onboarding process for new employees.

  • You have recently begun a new job and have been chatting with one of your friends who has been employed by the firm for several years about his or her experiences. Identify which of the following is a piece of advise that a friend may offer you:

Early on in your career, ask your manager or other employees to assess your job. Obtaining feedback is a vital first step in ensuring that you are properly integrated into a new organization.

  • Identify which one of the following assertions about mentoring is TRUE:

When both mentors and protégés have a say in the selection process, they are more likely to be happy with the connection overall.

  • Choose the one of the following examples of rewards systems that most accurately shows the influence that rewards systems may have on organizational culture.

If the management utilizes a norm that applies to everyone equally, it is probable that a team-oriented culture has been established. In a firm, the evolution of its culture is determined by which actions are rewarded, which behaviors are penalized, and which behaviors are disregarded.

  • If you’re like most people, your job involves working for a firm that sells onboarding programs, techniques, and books. Suppose you’re trying to put up a brochure that quickly and simply highlights some of the most significant topics that firms should consider when developing an onboarding program for new hires. You might add one or more of the following items in your pamphlet:

Early in the process, setting goals and objectives is critical to the success of an organization’s onboarding program. Also essential are a formal written plan and a well defined timetable that includes a variety of activities that foster interaction amongst participants.

8.10 Visual Elements of Organizational Culture

  • You have started a new job, and the organization in the building is set up in a fairly hierarchical structure. It’s on the top floor, and there are several layers between you and the rest of the organization. To travel anywhere other than your floor, you must have a special pass, and promotions are only awarded to the most successful employees. The entire facility has an aura of mystery about it, and it has an aggressive atmosphere about it as well. In your opinion, which visual element most clearly supports this feeling

Organizational culture is communicated through the physical layout and arrangement of offices and workplaces, in this example through an aggressive and secretive culture, which is represented by this structure and arrangement.

  • In a statement of purpose, a corporation describes what it does and why it does it. Which of the following is true:

When it comes to mission statements, they are simply statements of purpose, and a successful mission statement is well-known by workers and has an impact on their conduct.

  • In the company’s home town of Santa Cruz, California, the CEO hosts an annual “state of the union” meeting, which is attended by all of the company’s employees. All of the supervisors are in attendance, and all of the employees are watching through the use of simulcasting technology. There will be a speaker, a distribution of awards, and an informal supper to conclude the evening. Describe the sort of visual feature of culture that this is.

Rituals are behaviors that are done again and over again and have a symbolic value. Rituals aid in the development of a sense of camaraderie and belonging among employees, as well as the teaching of company values to new employees.

  • When it comes to the visual features of culture, which of the following assertions is TRUE?

Stories about significant events in the company’s history or extraordinary contributions from a single individual can be used to teach cultural values in employees.

8.11 Creating Culture Change

  • You hold a position as one of the company’s top executives. As a result of the current recession, your competition is threatening to force your firm out of existence. What should you do? What is the first action you would take to bring about a change in the culture of your organization in order to survive the current economic slump

You hold a position as one of the company’s top managers. Your firm is threatened with going out of business as a result of the recent slump in the economy. What is the first step you would take in order to bring about a change in the culture of your firm in order to survive the current economic climate?

  • As an example, which of the following would be regarded an environmental situation that causes change

If the firm were to be acquired by another corporation, there would be a significant shift in the atmosphere. When there is a misalignment between a company’s values and the needs of the external world, a cultural shift occurs. The failure of the firm, its bankruptcy, or its acquisition or merger with another company are all potential catalysts for cultural transformation.

  • You work for a firm that is going through a cultural transformation. Recently, the business logo was updated, the company handbook was rewritten, barriers in the bullpen were demolished to create a more open office environment, and the first company newsletter was issued to share great news about workers and projects with the firm’s employees and customers. What stage of the cultural transformation model is your organization now in
  • And

The firm is in the process of developing new tales and symbols. The altering logo, business manual revisions, office layout revisions, and corporate newsletter are all examples of symbols and tales that are being altered in order to encourage the cultural transformation.

8.12 The Role of Ethics and National Culture

  • When it comes to developing an ethical organizational culture, which of the following factors has the most impact

When it comes to developing an ethical organizational culture, which of the following factors has the most influence:

  • Identify which of the following statements accurately describes the influence of culture on behavior inside a company

The amicable culture of Japan, along with a growing tendency toward conflict resolution, has resulted in a more team-oriented culture.

8.13 Clash of the Cultures: The Case of Newell Rubbermaid

  • When Joseph Galli attempted to transform the culture of Rubbermaid, he performed which of the following?

To reform Rubbermaid’s culture, Galli implemented 141 changes at the company’s top level, which was only one of the numerous initiatives he took. He also eliminated 3,000 jobs, instituted new incentive systems, and established a leadership boot camp to help executives and staff align around the new culture and goals.

Chapter 12 Flashcards – Cram.com

Introducing a new product is an example of a change called:radicalframe breakingincrementalunplanned
Change that results in a major make-over of the company and/or its component systems is known as:frame-bending changeradical changereorganizational changecreative change
Which of the following statements best describes incremental change?It occurs randomly without a change agent’s directionIt occurs as a result of specific efforts on its behalf by a change agentIt is intense and all-encompassingIt builds on existing operating methods and seeks to enhance or extend them in new directions It builds on existing operating methods and seeks to enhance or extend them in new directions
New technologies and new systems are specific examples of:radical changeincremental changeunplanned changeinformational change
Which of the following statements best describes unplanned change?It occurs at random without a change agent’s directionIt occurs as a result of specific efforts on its behalf by a change agentIt is intense and all-encompassingIt is the discrepancy between an actual and a desired state of affairs It occurs at random without a change agent’s direction
Which of the following statements best describes planned change?It occurs as a result of specific efforts on its behalf by a change agentIt is intense and all-encompassingIt builds on existing operating methods and seeks to enhance or extend them in new directionsIt is the discrepancy between an actual and a desired state of affairs It occurs as a result of specific efforts on its behalf by a change agent
The three phases of change are:unfreezing, refreezing and evaluatingunfreezing, changing and refreezingplanning, implementing and evaluatingunfreezing, modifying and refreezing unfreezing, changing and refreezing
Phase One, unfreezing includes:creating a felt need for change, minimising resistance to changereinforcing outcomes and evaluating resultschanging people, tasks, structure and technologymaking constructive modifications creating a felt need for change, minimising resistance to change
Improper refreezing results in:long-term internalisationchange that is abandonedchange that is completely implementedtemporary complete compliance
Which of the following is the power base for rational persuasion?rewardsexpertisepunishmentslegitimacy
A rational persuasion strategy assumes that:people have complex motivationsbehaviour is influenced by sociocultural normspeople are influenced by logicpeople are motivated primarily through self-interest people are influenced by logic
The change strategy that tries to command change through formal authority is:incrementalradicalrational persuasiontop-down
A normative-reeducative strategy seeks to:offer people reasons and rationales for changeconvince others to change through logicchange people through rewards and punishmentsestablish social support for change establish social support for change
The change strategy that attempts to bring about change by identifying or establishing values and assumptions so that support for the change naturally emerges is:incrementalradicalrational persuasionshared power
An attitude or behaviour that reflects a person’s unwillingess to make or support a desired course of action is known as:a performance gapresistance to changea stressordistress
Incremental change is:change that results in a major make-over of the organizationchange that occurs more frequently and less traumatically as part of an organization’s naturalchange that is fairly radicalchange that takes place involuntarily change that occurs more frequently and less traumatically as part of an organization’s natural
Planned change is change that:occurs randomly or spontaneouslyhappens as a result of specific efforts on the part of the change agentresults in a major make-over of the organizationchange that occurs more frequently and less traumatically as part of an organization’s natural evolution happens as a result of specific efforts on the part of the change agent
Offering information and encouragement is a good way to minimise resistance to change stemming from:fear of the unknownneed for securitycontrasting interpretationsthreatened vested interests
Delaying change and awaiting a better time is a good way to minimise resistance to change stemming from:fear of the unknownno felt need for changepoor timingthreatened vested interests
Education and communication should be used as a strategy to overcome resistance to change when:people lack informationother people have power to resista person or group will lose something because of changeother methods would not work
Resistance to the change agent is most likely to occur with a change agent who:has low emotional involvement in the changeis not an employee of the companyhas different characteristics from key persons involved in the changeuses a rational persuasion strategy has different characteristics from key persons involved in the change
What strategy could be employed where people are resisting the change because there will be adjustment problems?Try the change on a step-by-step basisTry giving facilitation and supportBring in expert testimonyContinue with the change until the resistance stops Try giving facilitation and support
When using explicit or implicit coercion to deal with resistance to change, a manager is most likely to:use force to get people to accept changebuy off leaders of resistance to gain their supporthelp people see the logic of the changeoffer incentives to actual or potential resistors use force to get people to accept change
Planned change often assumes that:Change is often best unplannedEnvironmental scanning is unnecessary and time consumingThe future is unpredictable, so contingency planning is bestThe future is predictable and there is an end stage to be reached The future is predictable and there is an end stage to be reached
Child discusses the concept of “emergent change” and links this to:the role of the Chief Exective Officer, and their decision-making capabilitythe range and size of changeresistance to changethe strategic plan the range and size of change
According to Marris, organizations that go through change need to allow employees:To have access to resources needed to undertake changeTo have their say on strategic change issuesTime to digest the changes, as they would if they endured a family bereavementTime to digest the changes, as they would if they endured a family bereavement1.00To gain the competences required within a change process Time to digest the changes, as they would if they endured a family bereavement
Which of the following is NOT a consideration that Williams, Dobson and Walters recommend when attempting to change organizational culture:Change the people in the organizationChanging behaviourChanging the corporate imageChange the corporate strategy Change the corporate strategy
Tichy argues that there are 3 fundamental set of problems associated with those people who design, manage and change organizationsTechnological, structural and cultural design problemsTechnical design, political allocation and culture/ideological mix problemsCultural/ideological mix, technical design and resource based problemsCultural/ideological mix, structural and technical problems Technical design, political allocation and culture/ideological mix problems
Force-coercion strategy:tries to influence change by identifying or establishing values and assumptions that support changetries to influence change by persuading people through the strategic planning processtries to influence change through informal processes of promises or threatstries to command change through the formal authority of legitimacy, rewards and punishments tries to command change through the formal authority of legitimacy, rewards and punishments
According to Miles, radical change is:mission led, total-system based, and requires sustained organizational learningstrategy led, total-system based, and requires sustained organizational learningvision led, total-system based, and requires sustained organizational learninggoal led, requiring sustained organizational learning vision led, total-system based, and requires sustained organizational learning
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Organizational Culture – Video Recap

  • 1.Which of the following best reflects the culture of your organization?
  • Physical location of the workplace
  • B. Collective behaviors of employees inside an organization
  • C. Organizational processes, manuals, and dress rules
  • D. Superficial features that indicate how things are done
  • 2.Which is the most effective method of ensuring that an organization’s culture is clearly and consistently communicated?
  • A.Identify your key values, which will aid in the definition of your culture. HR rules and procedures, work atmosphere, and quarterly management meetings are all important
  • C.The culture is determined by the salespeople. D.Create a culture that is universally applicable and transmit it through posters.
  • 3.How does the corporate culture of a start-up firm look like? (will be in operation for 1-3 months)
  • In a start-up firm, how does the corporate culture manifest itself? Operating for a period of one to three months.
  • 4.Which of the following is critical to consider when assessing the existing culture of an organization:
  • Recruitment strategies
  • B.Practices and behaviors
  • C.Employee perks
  • D.Other firms in the same or related industries
  • 5.How can management differentiate between the current and intended cultures?
  • A.Avoid ambiguity by diagnosing your organization’s culture
  • B.Diagnose current culture in order to grasp the new path
  • C.Be aware of the many sorts of culture, both intangible and tangible
  • D.Acquaint yourself with subcultures
  • E.All of the foregoing
  • A.to threaten employees with termination
  • B.to recognize an individual’s contribution to a team’s efforts
  • C.to foster competitiveness across departments
  • D.to instill intrinsic drive in employees via recognition and respect from colleagues
  • 7.How may subcultures constitute a danger to the culture of an organization?
  • In the following scenarios: A.Subcultures cannot be a danger to organizational culture
  • B.All subcultures are harmful and create hurdles to communication
  • C.Subcultures might undermine the credibility of a firm’s declared organizational culture
  • D.Subcultures produce resistance to change.
  • 8.When can we declare that the culture of a company is perfect?
  • A.When the firm is established
  • B.When management declares that everything is perfect
  • C.When employees declare that everything is perfect
  • D.When nothing is perfect. Moreover, it is always changing.
  • If you’re going to convey culture change, which of the following options is the most accurate?
  • In order to avoid confusion and frustration, A. Communicate with different audiences at different times over a period of several months
  • B. Avoid overcommunicating in order to avoid confusion and frustration
  • C. Communicate with different audiences at different times using different communication channels
  • D. Communicate with different audiences at different times using different communication channels
  • 10.Which of the following issues is most likely to be the most difficult to overcome during a period of cultural transformation in a business
  • In the case of A, there will be resistance to change
  • B, when everyone is on board
  • C, obtaining customer approval for the change
  • And D, none of the above

Organizational Culture

Organizational culture is a concept that refers to the shared beliefs and aims of a group of people working together. Everyone in a business may work together to build a culture of mutual respect, collaboration, and support if they all share the same beliefs and goals. Companies with a strong, supportive culture are more likely to recruit highly qualified, dedicated employees who are aware of and committed to the company’s goals and objectives.

Learning Outcomes

  • Establishing a company’s culture is essential. Explain how a company’s culture might serve as a competitive advantage to the company. Make a list of the different degrees of culture.

Organizational culture is a word that may be used to any type of organization, from a church to a university, and is defined as follows: When it comes to discussing the culture of a company, the phrase “corporate culture” is frequently used. According to INC Magazine, corporate culture is defined as “the shared values, attitudes, norms, and beliefs that characterize members of a company and determine the essence of the firm.” Corporate culture is anchored in an organization’s aims, tactics, organizational structure, and approaches to workers, consumers, investors, and the broader community, among other things.

  1. Corporations, like families (or nations), have cultures of their own.
  2. When corporate culture is not actively developed, it is all too common for the culture to become disconnected or even aggressive.
  3. For example, whereas Bob is committed to the notion of creating high-quality items, Suzanne is motivated by the desire to sell as much merchandise as possible (even if the quality is only so-so).
  4. Because of our understanding of national, regional, and familial cultures, the concept of company culture has emerged, and numerous theories exist regarding what constitutes a good (or bad) corporate culture.
  5. Some are more formal, and others are more laid-back.
  6. Some people appear to be always having a good time, whilst others appear to be in a constant state of internal strife.
  7. Despite the fact that some organizations pay little care to corporate culture, many successful enterprises have cultures that have been actively built or altered through the years.

Corporate cultures are sometimes the consequence of a founder’s personal vision for the company. Alternatively, corporate cultures are typically developed by a collaborative effort that involves not only high management, but also managers and employees as a whole.

What Do Corporate Cultures Look Like?

One of the most effective ways to acquire a sense of what we’re talking about when we talk about corporate culture is to look at some real-world instances. Look at the cultures that exist within a few well-known firms for some inspiration.

IBM

Thomas Watson, the founder of IBM, was one of the most influential figures in the development of corporate culture. Founded on a totally different worldview from the one we live in today, it promoted morality, temperance, and constancy among its adherents. It was expected of men who worked at IBM to dress in a specific manner (dark suits, white shirts) and to conduct themselves in a conservative manner. It was even expressed through corporate songs like as “Ever Onward,” which workers were obliged to perform at events and conventions in order to demonstrate their “IBM Spirit.” In a songbook from 1937, the words of “Ever Onward” provide a wonderful window into the early culture of a corporation that would go on to become one of the truly great emblems of American industry.

  • INFINITELY FORWARD!
  • That is the spirit that has earned us our notoriety!
  • We can’t fail since everyone can see us.
  • Our products are now well-known around the world.
  • We’ve battled our way through – and we’re likely to conquer more fields in the futureFor the I.B.M., who is always moving forward.

Google

Google is an example of a company that has altered the way people work and their outlook on it. Google has earned the reputation as the corporation that provides its loyal employees with an unending array of benefits. Coffee shops, complimentary lunches, lounge breaks, and even the chance to bring your pet to work are just a few of the perks available. Google has offices in more than 100 countries, and the company’s management believes that a happy workforce leads to a more productive workplace.

Here is a list of Google’s basic principles, which serve as the foundation for the company’s corporate culture:

  1. We desire to collaborate with outstanding individuals
  2. Technological innovation is essential to our success. Working at Google is enjoyable. Participate aggressively
  3. After all, you are Google. Don’t take success for granted
  4. Instead, strive for it. Do the right thing and avoid being wicked. Every day, work to earn the loyalty and respect of customers and users
  5. Our capacity to achieve sustainable long-term growth and profitability is critical to our success. Google cares about and supports the communities in which we work and live
  6. We also care about and support the environment.

Apple

When it comes to corporate culture, Google is all about making sure its employees are having a good time, whereas Apple is more concerned with getting things done. Its creator, Steve Jobs, left behind a set of basic principles that make it apparent that competitiveness, focus, and hard work are all important aspects of the company’s culture. These values are as follows:

  1. It is our belief that we are here on the face of the Earth to create excellent items. We believe in the simplicity of things rather than the complexity of things
  2. We think that we must own and control the core technologies that underpin the items we manufacture. We only participate in markets where we have the ability to make a substantial impact. It is our belief that saying no to hundreds of initiatives allows us to devote our whole attention and resources to the handful that are genuinely essential and significant to us. In our groups, we believe in profound cooperation and cross-pollination, which allows us to create in ways that others are unable to
  3. When it comes to every group inside the organization, we don’t accept for anything less than greatness, and we have the self-honesty to confess when we’re wrong and the fortitude to alter our ways.

Contrast the values of Apple with those of Google. Although Apple places a premium on competitiveness, results and perfection, the search giant Google places a premium on values such as having fun, acting responsibly, providing excellent customer service, and interacting with the wider world. Both firms provide digital goods, both have had significant success, and both attract a large number of highly motivated individuals to their respective organizations.

However, because the corporate cultures of Apple and Google are so dissimilar, the companies attract employees with a wide range of personal objectives, work styles, and expectations from one other.

Corporate Culture as a Competitive Advantage

What is it about having a strong, good business culture that is so important? There are three compelling reasons for this:

  • A strong company culture aids in the identification of your corporate values by workers, customers, and the general public. Assume, for example, that your company’s culture places a high emphasis on innovation. That way, your staff will be aware of the fact that they will be encouraged to come up with new ideas, and your consumers will be aware that your products and services are likely to have a creative or distinctive characteristic. High-quality personnel that believe in the same principles as the company are attracted to companies with strong, cohesive cultures and vice versa. Because they are a member of a common culture, after those employees have joined the company, they begin to feel like they “belong.” Those employees who believe that their professions are a good match for their own beliefs are more likely to remain loyal to their employers. After all, they are doing what they like doing for a company that shares their values and aims
  • A strong corporate culture may aid a company in its efforts to establish a strong brand identity. Starbucks, for example, has created a culture and brand that includes a very visible commitment to worldwide fair trade and ethical business practices. Customers who care about fair trade are more likely to purchase from Starbucks and to remain loyal to the company.

Levels of Corporate Culture

The concept of corporate culture developed by E.H. Schein contains artifacts, values, and assumptions. E.H. Schein is a thinker who specializes in the study of business culture. The author of the 1992 book Organizational Culture and Leadership proposes that there are three layers of corporate culture, which he describes as follows: Fundamental assumptions about human conduct are at the heart of any civilization, and they are frequently so deeply embedded in the culture that they are impossible to distinguish.

  • Standard operating procedures (SOPs), operating guidelines, and public manifestations of the organization’s ideology are common examples of this.
  • For example, when Home Depot, under the leadership of a new CEO, realized that the firm needed to return to its customer-centric beginnings in 2007, it moved rapidly to create artifacts—buttons and awards—to remind everyone who came first: the consumers themselves.
  • Great customer evaluations were recognized in meetings, and sales plaques and additional buttons were awarded to associates who received outstanding customer ratings.
  • Management did not totally forsake the cost discipline established by the company’s prior CEO, but it did significantly ease the constraints.
  • Even though Lowe’s has been a fierce competitor, profits have rebounded in recent months.
  • You will, on the other hand, be most successful if you work for a firm that shares your values.

Check Your Understanding

Please respond to the question(s) below to determine your level of understanding of the issues discussed in the preceding section.

If you fail this brief quiz, it will not count toward your overall mark in the class, and you can repeat it an unlimited number of times. This quiz will help you determine if you need to (1) study the previous subject more thoroughly or (2) go on to the next section by checking your comprehension.

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