MGMT CHAPTER 8
An organization's _____ defines how people think, feel, and act, and it moves at an almost subconscious level. -culture -design -structure -strategy
culture
Subcultures:
cultures that form around geographic or organizational units in a company
Building Organizational Commitment:
-compliance -identification -internalization
Culture is Determined By:
-people who work at the company (skills & attitudes) -manner in which company is structured (formal organization) -nature of work that needs to be performed (task requirements) -role of the leader
How to assess an Organizations Culture?
1. an appreciation for the companies values, philosophy or purpose 2. an understanding of the groups boundaries 3. an understanding of the power structure within a company 4. an understanding of the work rules & norms 5. an evaluation of the companies reward and punishment system
Role of Founder:
1. their capacity to absorb the anxiety associated with risk 2. their compacity to make assumptions stick 3. their encouragement of innovation
Assumptions:
A behavior that stemmed from a belief held by a group that is no longer visible, but has become deeply embedded in the organization
Which of the following is a disadvantage of a strong culture? -In a strong culture, the goals are unclear. -A strong culture requires more coordination and monitoring. -A strong culture tends to be difficult to change. -A strong culture seldom influences an organization's performance.
A strong culture tends to be difficult to change.
Which of the following best describes an organization's artifacts? -Day-to-day behaviors that can be observed -Relational factors between an organization's culture and its performance -Aspects deemed important by members of an organization -The underlying essence of why members of an organization act as they do
Day-to-day behaviors that can be observed
Which of the following aspects of a leader's role in relation to culture is deemed critically important to an organization's success? -Acquire more companies and adopt all elements of the acquired company's weak culture. -Empower employees to make independent decisions and to find ways to improve operations. -Inspire managers and employees to work as they wish in an attempt to reduce their job-related stress. -Reward employees and managers with pay based on commitment and continue raising the bar.
Empower employees to make independent decisions and to find ways to improve operations.
Which of the following statements is true of the role of founders in influencing culture? -The founders take the least risk and therefore do not feel as much anxiety as their employees. -A founder cannot make any risky decisions as he/she is required to account to everyone in the organization. -In allowing values to trump economics, founders tend to have a weak influence on the company's culture. -Founders are uniquely situated to be innovative and to exemplify innovation to their employees.
Founders are uniquely situated to be innovative and to exemplify innovation to their employees.
Which of the following evolves over three stages—from compliance to identification to internalization? -Cultural socialization -Organizational commitment -Internal integration -External adaptation
Organizational commitment
Which of the following helps organizations to socialize employees? -Employee characteristics such as age and experience -Role modeling, leader examples, and coaching -The intermediaries used to reach customers -Technologies used in manufacturing a firm's product
Role modeling, leader examples, and coaching
Which of the following helps organizations to socialize employees? -The intermediaries used to reach customers -Role modeling, leader examples, and coaching -Technologies used in manufacturing a firm's product -Employee characteristics such as age and experience
Role modeling, leader examples, and coaching
Which of the following statements about strong cultures is true? -In strong cultures, there are low levels of agreement among employees. -Strong cultures often result in greater role ambiguity. -Strong cultures lead to decreased performance in stable environments. -Strong cultures allow a company to run more smoothly and quickly.
Strong cultures allow a company to run more smoothly and quickly.
Which of the following refers to an organization's assumptions? -Day-to-day behaviors that can be observed -Aspects deemed important by members of an organization -The underlying essence of why members of an organization act as they do -Relational factors between an organization's culture and its performance
The underlying essence of why members of an organization act as they do
_____ refer to the meanings that members of an organization attach to visible aspects of a firm. -Objectives -Artifacts -Assumptions -Values and beliefs
Values and beliefs
_____ refer to the meanings that members of an organization attach to visible aspects of a firm. -Values and beliefs -Assumptions -Objectives -Artifacts
Values and beliefs
Which of the following questions regarding culture should a manager address while acquiring a company? -Where are the similarities and differences between the merging cultures? -Is culture linked to performance? -How socialized are the employees? -Which culture is the best?
Where are the similarities and differences between the merging cultures?
Compliance:
commitment to the firm based on a fair exchange, such as pay for services
Identification:
commitment to the firm based on a sense of belonging
Internalization:
commitment to the firm based on an alignment between the firm's values and the individual's values
The employees of Konakoala Company are in high agreement about company values but have little passion for them. Konakoala's culture is? -passive. -weak. -aggressive. -strong.
passive
Culture:
provides employees with a road map and a set of rules for how work gets done and how people interact in a company
The process of understanding how work gets done and how individuals should interact is called? -socialization. -adaptation. -identification. -internalization.
socialization.
Organizational Commitment:
the desired end result of socialization whereby employees become committed to the organization & its goals
Beliefs & Values:
the meanings that members of an organization attach to artifacts
Socialization:
the process of understanding how work gets done & how individuals should interact in an organization
Artifacts:
visible organizational structures, processes, and languages
