MHR Quiz 2

A clan culture is a type of dysfunctional organization that has little collaboration and cohesion among employees, thus worker job satisfaction and commitment are low. T/F

A clan culture has an internal focus and values flexibility rather than stability and control

While a college student at the University of Texas, Michael Dell, the CEO and founder of Dell Computer, started a computer business in his dorm room. Michael Dell is a hero, as a person whose accomplishments embody the values of the organization "to empower countries, communities, customers and people everywhere to use technology to realize their dreams." T/F

A hero is a person whose accomplishments embody the values of the organization.

IKEA employees are expected to work hard, inspired by an anecdote from their Swedish founder, Invar Kamprad, in which he told how he was berated by his father for failing repeatedly to get out of bed to milk the cows on his family's farm. Then one day he got an alarm clock. "'Now by jiminy, I'm going to start a new life,' he determined, setting the alarm for twenty to six and removing the 'off button.'" Invar Kamprad is an example of a ________. hero fable key employee trend urban legend

A hero is a person whose accomplishments embody the values of the organization. The accomplishments of heroes, past and present, are put forth to motivate other employees to do the right thing.

A hierarchy culture has a(n) ________. internal focus and values innovation and creativity external focus and values flexibility internal focus and values stability and control continual focus on efficiency, cost cutting, and outsourcing strong external focus and values stability and control

A hierarchy culture has an internal focus and values stability and control over flexibility.

Bob, the owner of Quality Catering, is driven by competition. He is very focused on meeting deadlines and quality, and to deliver the results that customers want. He pushes his managers to continually exceed their productivity goals, and stresses that profits take precedence over employee development and satisfaction. Bob feels "there is not enough time for training." However, his employees are regularly rewarded for their success in meeting company goals. This is an example of a(n) ________ culture. target-driven hierarchy market adhocracy clan

A market culture has a strong external focus and values stability and control. Kia Motors, which fires executives who don't meet their sales goals, is an example of a company with a very aggressive and competitive market culture.

A recent study demonstrated that the eight types of organizational outcomes had significant and positive relationships with clan, adhocracy, and market cultures, especially with the outcomes of job satisfaction and organizational commitment. T/F

A recent study on the relationship between organizational culture and various measures of organizational effectiveness, demonstrated that the eight types of organizational outcomes had significant and positive relationships with clan, adhocracy, and market cultures, especially with the outcomes of job satisfaction and organizational commitment

According to the competing values framework, clan, adhocracy, market, and hierarchy are ________. MBO levels of achievement organizational values organizational cultures organizational norms industry cultural standards

According to the competing values framework, organizational cultures can be classified into four types: (1) clan, (2) adhocracy (3) market, (4) hierarchy

Another type of culture that stems from a dysfunctional organization, with an internal focus and little flexibility, innovation, and creativity, is an adhocracy culture. T/F

An adhocracy culture has an external focus and values flexibility. This type of culture attempts to create innovative products by being adaptable, creative, and quick to respond to changes in the marketplace.

Phillip, owner of Technology Sales, said, "We have to focus on our customers and how can we beat the competition, so we have to be flexible." He encourages his R&D department to develop innovative products and focuses on being quick to respond to market changes. Technology Sales has a(n) ________. goal-driven agenda adhocracy culture focused approach clan culture market culture

An adhocracy culture has an external focus and values flexibility. This type of culture attempts to create innovative products by being adaptable, creative, and quick to respond to changes in the marketplace. Adhocracy cultures are well suited for companies in industries undergoing constant change.

Dave, a graphic designer with Development Advertising, enjoys the flexibility of his management and its culture, which encourages risk taking, innovation, and creativity. Because it is a small company, Dave gets quick answers from his boss, which allows him and Development Advertising to quickly respond to changes in the marketplace. Development Advertising is an example of an adhocracy culture. T/F

An adhocracy culture has an external focus and values flexibility. This type of culture attempts to create innovative products by being adaptable, creative, and quick to respond to changes in the marketplace. Employees are encouraged to take risks and experiment with new ways of getting things done.

Manner of dress, awards, myths and stories told about the company, and rituals and ceremonies are ________. observable artifacts of organizational culture invisible artifacts of that industry's culture and values enacted values of organizational culture basic assumptions about organizational culture espoused values of organizational culture

At the most visible level, organizational culture is expressed in observable artifacts, which are physical manifestations such as manner of dress, awards, myths and stories about the company, rituals and ceremonies, and decorations, as well as visible behavior exhibited by managers and employees.

Elly and Sylvia, owners of Organic Foods, do not have a formal policy about dress code and work procedures because they see their company as a family place that is enjoyable to work for. Elly and Sylvia believe that if you treat employees like family, the company will do well and grow. These beliefs by the owners of Organic Foods represent the core values of their organization's culture, and are known as ________. basic assumptions a code of ethics observable artifacts rites and rituals family codes

Basic assumptions, which are not observable, represent the core values of an organization's culture. They are those that are taken for granted and, as a result, are difficult to change.

Making formal statements, holding rites and rituals, utilizing employee training and coaching, demonstrating how a leader reacts to a crises, being a role model, and giving rewards, promotions, and bonuses are some of the teaching methods that organizations can utilize to ________. follow legal requirements conduct formal market research perform competitive analysis write a strategic plan effect corporate change

Changing organizational culture is a teaching process in which organizational members teach each other about the organization's preferred values, beliefs, expectations, and behaviors. The process is accomplished by using one or more of the following 12 mechanisms: formal statements; slogans and sayings; rites and rituals; stories, legends, and myths; leader reactions to crises; role modeling, training, and coaching; physical design; rewards, titles, promotions, and bonuses; organizational goals and performance measurable and controllable activities; organizational structure; and organizational systems and procedures.

Managers can change organizational culture by maintaining rites and rituals; giving rewards, promotions, and bonuses; setting company goals; and establishing performance-measurable and controllable activities. T/F

Changing organizational culture is a teaching process in which organizational members teach each other about the organization's preferred values, beliefs, expectations, and behaviors. The process is accomplished by using one or more of the following 12 mechanisms: formal statements; slogans and sayings; rites and rituals; stories, legends, and myths; leader reactions to crises; role modeling, training, and coaching; physical design; rewards, titles, promotions, and bonuses; organizational goals and performance measurable and controllable activities; organizational structure; and organizational systems and procedures.

Employees apply their individual efforts in a ______ to fulfill a common purpose Coordinated Effort Unity of Command Division of Labor Delegation Chain of Command

Coordinated Effort

Espoused values are ________. the values and norms actually exhibited in the community physical manifestations of organizational culture explicitly stated values and norms preferred by an organization a narrative based on true events, which emphasize a particular value profit and cost expectations stated in the business plan

Espoused values are the explicitly stated values and norms preferred by an organization, as may be put forth by the firm's founder or top managers.

Philanthropists Bill and Melinda Gates recently spoke about their Global Development Division that works to help the world's poorest people lift themselves out of hunger and poverty. This is an example of a story, which is a narrative based on true events emphasizing a particular value. T/F

False A story is a narrative based on true events, which is repeated and sometimes embellished upon to emphasize a particular value. Stories are oral histories that are told and retold by members about incidents in the organization's history.

Upper-, middle-, and lower-level management and nonmanagement workers are the layers of organizational culture. T/F

Organizational culture appears as three layers: OBE (1) observable artifacts, (2) espoused values (3) basic assumptions.

Adam, the owner of Adam's Roofing, was talking to a visitor in his office, telling her that "We are a fun-loving group that believes in teamwork and a family atmosphere at work, which significantly affects our work outcomes. Plus, we do things together outside of work. This is the 'social glue' that binds the members of our company together." Adam was referring to his company's ________. organizational MBO diversity plan analytics code of ethics organizational culture

Organizational culture, or corporate culture, is a system of shared beliefs and values that develops within an organization and guides the behavior of its members. This is the "social glue" that binds members together. Just as a human being has a personality, such as fun-loving, warm, uptight, competitive, so an organization has a "personality," too, and that is its culture.

Rites and rituals are ________. objects, acts, or the quality that conveys meaning to others company values included in the code of ethics company expectations for employees, such as working hard, ethically, and honestly a narrative based on true events that emphasize a particular value the activities and ceremonies that celebrate important occasions and accomplishments for an organization

Rites and rituals are the activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life.

The organizational culture is also called corporate culture. T/F

The organizational culture is also called corporate culture.

Joe, the owner of Ace Product Sales, emphasizes a professional culture. He is strict when it comes to the way his employees dress in the office and while visiting customers, saying "Our image and success is based on how people view us, so the way we dress is a priority." In addition, Joe strongly believes in awarding his employees during monthly ceremonies. Joe said, "We reward our employees so they feel good about what they are doing, which is the mark of a professional organization." This is a good example of how organizational culture is expressed in observable artifacts. T/F

True At the most visible level, organizational culture is expressed in observable artifacts, like manner of dress, awards, stories, and ceremonies as well as visible behavior exhibited by managers and employees.

The community values of an organization's culture that typically do not change are represented by an organization's basic assumptions. T/F

True Basic assumptions, which are not observable, represent the core values of an organization's culture that are taken for granted and, as a result, are difficult to change.

The activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life are known as rites and rituals. T/F

True Rites and rituals are the activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life. Military units and sports teams have long known the value of ceremonies handing out decorations and awards, but many companies have rites and rituals as well.

If Twitter were to exclusively use e-mail, collaborative computing, and other computer connections to connect geographically separate employees, it would be considered a(n) ______ organization. Computer Virtual Invisible Geographic Targeted

Virtual