MGT/312T 14 & 16

Select the mechanisms for changing organizational culture.

Formal Statements Role modeling, teaching, coaching Rewards, status symbols and promotions Design of physical workspace

Which of the following influence a change agent's actions and perceptions?

Recipients' inactions Recipients' actions The quality of agent's relationship with recipients

What can be achieved by talking about a failure?

Recognize your vulnerabilities. Gain another person's perspective. Own your mistakes.

Select the mechanisms for changing organizational culture.

Role modeling, teaching, coaching Rewards, status symbols and promotions Formal Statements Design of physical workspace

When confronting failure, what do experts suggest you do?

Talk about it. Fail productively. Choose who you share it with.

The physical manifestation of an organization's culture is referred to as

artifacts

forces for change come from inside the organization.

Internal

Organizational culture is not statistically related to any measures of organizational effectiveness.

False Explanation Organizational culture is related to measures of organizational effectiveness. See Figure 14.6.

Which of the following influence a change agent's actions and perceptions?

The quality of agent's relationship with recipients Recipients' actions Recipients' inactions

organizational culture

The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments

Why are stories, legends and myths considered powerful ways to communicate desired values and behaviors in an organization?

They reinforce characteristics of the desired culture.

Select the four functions of organizational culture.

organizational Identity sense-making device collective commitment social system stability

The set of implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments is called

organizational culture.

The process by which a person learns the values, norms and required behaviors which permit him to participate as a member of the organization is called

organizational socialization.

What factors need to be considered when dealing with different types of change--adaptive, innovative, and radical?

perceived associated threats cost complexity

Formal statements in an organization are those about organizational:

philosophy values mission

Proper _______ can create a sense of oneness and membership in a firm and thus significantly influence the protege's career.

mentoring or mentorship

What is exemplified by Instagram's statement "To capture and share the world's moments"?

mission statement

What is the blurb that states the reason for the organization's existence?

mission statement

What are some actions that organizations can take to achieve the desired change outcomes?

modify targeted elements of change use employee feedback solicit employees' opinions

What attitude about change will make you more likely to resist change?

negative

Any thought, emotion, or behavior that does not align with changes to existing routines is called:

resistance to change

The notion that people resist both actual and potential events is known as:

resistance to change

Which of the following external pressures can be strong enough to force change in business practices?

social political

Which forms of language help reinforce characteristics of a desired culture?

stories about key people legends about important events myths about company history

Select the important characteristics of organizational culture.

influences our behavior at work impacts outcomes at multiple levels shared concept learned over time

Select external forces of change.

information technology age mergers

To which degree do the three general types of organizational change differ?

Complexity Cost Uncertainty

Select career functions of mentoring.

challenging assignments exposure and visibility sponsorship protection coaching

Select the mechanisms for changing organizational culture.

Stories, legends, myths Activities, processes, outcomes Slogans, acronyms, sayings Leader reactions to crisis

The phase of organizational socialization that occurs before an individual actually joins an organization is

anticipatory

_______ are specific behaviors used to deal with a stressful situation.

coping strategies

artifacts

The physical manifestation of an organization's culture

Clan Culture

A company with a clan culture has an internal focus and values flexibility rather than stability and control. It resembles a family-type organization that achieves effectiveness by encouraging collaboration, trust, and support among employees.

The Four Functions of Organizational Culture

An organization's culture fulfills four important functions (see Figure 14.3): 1. Establish organizational identity. 2. Encourage collective commitment. 3. Ensure social system stability. 4. Act as sense-making device.

_____ are the physical manifestation of an organization's culture. They include acronyms, manner of dress, awards, myths and stories told about the organization

Artifacts

Level 1: Observable Artifacts

At the most visible level, culture consists of observable artifacts. Artifacts are the physical manifestation of an organization's culture. They include: Acronyms. Manner of dress. Awards. Page 553 Myths and stories told about the organization. Published lists of values. Observable rituals and ceremonies. Special parking spaces. Pictures and images handing on walls. pg 553

Level 3: Basic Underlying Assumptions

Basic underlying assumptions are organizational values so taken for granted over time that they become assumptions guiding organizational behavior. Underlying assumptions are employees' deep-seated beliefs about their company and are the core of organizational culture. As you might expect, they are highly resistant to change. Consider the way some companies reinforce a core belief in sustainability (see the OB in Action box). Sustainability is "a company's ability to make a profit without sacrificing the resources of its people, the community, and the planet."19 Achieving sustainability is sometimes called "being green" and has become a priority for many companies in recent years. In addition to helping reduce a company's global footprint, sustainability can also provide organizations with a competitive advantage when it comes to overall business strategies and financial success.20 For example, Kering SA, a French conglomerate that owns luxury goods companies such as Gucci, Saint Laurent, and Alexander McQueen, demonstrates its commitment to sustainability by sourcing more than 40 percent of its products from certifiable sources. In addition, Kering's sustainability commitment extends to more diversity among its top management and board of directors. More that 60 percent of the company's board of directors are women, far more than the gender makeup of most large corporations. Kering was recently named to the second spot on the 2019 Global 100—a list of large firms across the globe ranked on their performance in reducing waste, increasing gender diversity among leadership, realizing revenues from clean products, and forging overall sustainability practices.21

Managers should do which of the following?

Be active in socializing employees. Develop their own social and human capital. Determine the extent that their unit's culture matches the company's culture.

Which of the following are considered among the five top practical implications for employees?

Be mindful of how you respond to change. Resistance is a given. Apply your knowledge of stress and coping skills.

Which statement about social media is true?

Being proficient with social networking tools can help you find jobs throughout your career.

A clan culture has an internal focus and values stability and control.

False Explanation Companies with a clan culture have an internal focus and they value flexibility rather than stability and control.

Organizational climate is defined as the set of shared, taken-for-granted, implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.

False Explanation Organizational culture is defined as the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.

How does organizational socialization embed their cultures in new employees?

By promoting and reinforcing core values and beliefs

What type of company culture resembles family type organizations where collaborations are encouraged with trust and support among employees?

CLan

Which of the following statements are true about implementing corporate change?

Don't assume people consciously resist change. People often resist change due to work environment issues. Gathering feedback about the change is beneficial.

Of the following, who is best known for their writing on organizational culture?

Edgar Schein

Which of the following are considered among the seven top practical implications for managers?

Employee resistance will make or break your managerial effectiveness. Stress affects your performance and that of your employees. Not all changes are alike.

What are three things you can do to positively impact your personal and professional life?

Engage in regular contact with people in your developmental network. Take ownership for enhancing your skills, abilities, and developmental networks. Asses your level of fit with current and future employers.

______ forces originate outside of the organization.

External

What should managers do when it comes to stress reduction?

Lead by example.

12 Mechanisms or Levers for Creating Culture Change

OB experts have proposed 12 mechanisms or levers for changing organizational culture. These levers can be pushed to create a preferred type of culture or they can be pulled to reduce a particular culture type. Changing culture amounts to pushing and pulling these levers to create a culture profile that is best suited to help an organization achieve its goals. Any of these levers can be used to foster any of the culture types previously discussed. Table 14.1 shows the relationship between these levers and the three levels of organizational culture.66 Let's consider how these levers can be used to create culture change.

Which of the following often determine the development of subcultures?

Occupational groups Products and technologies Divisions or departments

market culture

One that has a strong external focus and values stability and control

adhocracy culture

One that has an external focus and values flexibility

hierarchy culture

One that has an internal focus, which produces a more formalized and structured work environment, and values stability and control over flexibility

Organizational identity, collective commitment, social system stability and sense-making device are the four functions of ___________ culture.

Organizational

Defining Culture and Exploring Its Impact

Organizational culture is defined as "the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments."10 This definition highlights four important characteristics of organizational culture: Shared concept. Organizational culture consists of beliefs and values shared among a group of people. Learned over time. Culture is passed to new employees through the processes of socialization and mentoring, discussed later in this chapter. Page 552 Influences behavior at work. Its influence on behavior is the reason "culture eats strategy for breakfast." Affects outcomes at multiple levels. Culture affects outcomes at the individual, group/team, and organizational levels.

Practical guidelines derived from socialization research include which of the following?

Socialization tactics can reinforce ethical behaviors. New hires are positively affected by formalized socialization procedures. Different techniques are appropriate for different people at different times.

Job stress means different things for different people.

True

Some change experts believe that resistance does not reside solely within the individual employee; they contend that it is a result of the context in which change occurs.

True

According to the American Psychological Association report "Stress in America 2018," Millennials reported having the most stress.

True Explanation Millennials reported having the most stress, followed by Generation Z, Generation X, Boomers, and then older adults.

Mission statements represent the reason that an organization exists.

True Explanation Mission statements represent the reason organizations exist.

Secondary appraisals are perceptions of how you are able to deal or cope with a given demand.

True Explanation Secondary appraisals are perceptions of how you are able to deal or cope with a given demand.

Meditation and yoga are common and widely applicable ways to reduce stress.

True Explanation Stress-reduction efforts can include meditation and yoga, regular breaks, exercise, socialization, hobbies, and play.

List the steps in Lewin's Model of Change with the first step on top.

Unfreezing Changing Refreezing

Match the Lewin change state on the left to its description on the right. Instructions

Unfreezing- Create the motivation to change Changing - introduce new information, models and procedures Refreezing - support and reinforcement

Level 2: Espoused Values

Values were defined in Chapter 2 as abstract ideals that guide our thinking and behavior across all situations. In the context of organizational culture, we distinguish between values that are espoused and values that are enacted. Espoused values are the explicitly stated qualities and norms preferred by an organization. They are generally established by the founder of a new or small company and by the top management team in a larger organization. Most companies have a short list. For example, eyewear company Warby Parker has four espoused values: (1) treat customers the way you would like to be treated; (2) create an environment where employees can think big, have fun, and do good; (3) serve the community; and (4) going green is good.15 Because espoused values are explicitly communicated to employees, managers hope they will directly influence employee behavior. But people do not always automatically "walk the talk." Leadership at Patagonia recognized this gap and made a key strategic change to align its stated values with its actions. EXAMPLE Patagonia, one of the world's most environmentally conscious companies, recently stopped selling its popular fleece vests to financial firms on Wall Street that invested in companies and other financial ventures that did not engage in sustainable business practices. The company said it shifted the focus of its corporate sales program to "mission-driven companies that prioritize the planet."16 Enacted values are the qualities and norms that are exhibited or converted into employee behavior. These are values employees ascribe to an organization based on their observations of what occurs on a daily basis. As at Patagonia, managers should reduce gaps between espoused and enacted values because they can significantly influence employee attitudes and organizational performance.

What questions should you address when applying the systems model of change?

Why change? Change how? Change what?

What is a key risk of neglecting to integrate subcultures within high-risk industries?

a failure to interpret and implement safety measures

Select the three types of organizational change.

adaptiveinnovativeradically innovative A ______ approach to change can be used to figure out what to change and to determine how to evaluate the success of a change effort. systems

The phase of organizational socialization that occurs before an individual actually joins an organization is

anticipatory socialization.

What are the two methods for applying the systems model of change?

as a way to identify targets of change as an aid during the strategic planning process

According to Edgar Schein, the most important role of an organization's leader is

creating and managing organizational culture.

Kotter proposed an eight-step process for leading organizational ______.

change

Companies with a(n) ____________ culture have an internal focus and value flexibility rather than stability and control.

clan

Companies with an internal focus with a value on flexibility rather than stability and control are said to have a(n) _____ culture.

clan

One lesson from the competing values framework is that innovation and operational outcomes are linked to characteristics associated with which of the following cultures?

clan market adhocracy

What is it called when a mentor provides advice to a protege about developing additional skills?

coaching

Identifying Culture Types with the Competing Values Framework

competing values framework (CVF) Provides a practical way for managers to understand, measure, and change organizational culture

According to many CEOs, corporate __________is the key to making a company one of the best.

culture

The component of OD that looks for problems and causes is called ______.

diagnosis

What are some of the emerging sources of stress according to the American Psychological Association?

discrimination hunger housing instability

One of the conclusions of the competing values framework is that organizational culture is related to measures of organizational

effectiveness

In the encounter phase of organizational socialization,

employees' values, skills, and attitudes start to shift as the new recruit discovers what the organization is truly like.

Stress that is associated with positive emotions and outcomes is called

eustress

Determining whether an intervention is working is the component of OD called ________.

evaluation

Forces that originate outside of the organization are:

external

The process of forming and maintaining an intensive and lasting developmental relationship between a variety of developers and a junior person is called

mentoring

What do many CEOs believe is the essence of the best companies?

great company culture

A model of occupational stress suggests that potential stressors can be at which levels?

group organizational individual extra-organizational

Which of the following terms refers to a person's productive potential, based on knowledge, skills and experiences?

human capital

Kotter believes that change most often fails not because of poor planning but because of ineffective ________.

implementation

Role conflict, role ambiguity, and job security are examples of stressors at what level?

individual

What do you call changes that come from inside the organization?

internal forces for change

Which of the following statements about stress are accurate?

it can have positive consequences stress is inevitable it can be managed

When workers take an assignment in a foreign country, they often experience different socialization activities than other newcomers. This affects which of the following for those expatriates?

job satisfaction long-term success

According to a recent study, which of the following was found to deplete your human capital?

lack of sleep

The competing values framework teaches us that companies with a_________ culture tend to have more positive organizational outcomes.

market

One lesson from the competing values framework is that innovation and operational outcomes are linked to characteristics associated with which of the following cultures?

market adhocracy clan

Which of these are common, effective stress-reduction techniques?

meditation regular breaks play

A ________ outlines an organization's long-term direction and the actions necessary to achieve the planned results.

strategic plan Explanation A strategic plan outlines an organization's long-term direction and the actions necessary to achieve the planned results.

Culture "eats" which of the following for breakfast?

strategy

What are the three causes of resistance to change?

the relationship between the change agent and the recipient the recipients of change the change agent

The expanded view of resistance states that it is caused by the interaction between the changer, the change recipient, and:

the relationships between the change recipients and change agents

Formal statements of organizational philosophy can embed culture when used for recruiting

true Reason: Recall that formal statements can embed culture when used for recruiting.