organizational culture Show
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The values and assumptions shared within an organization (organization’s DNA) espoused values explicitly stated values and norms preferred by an organization subcultures some enhance the dominant culture by espousing parallel assumptions and values; others differ from but do not oppose the dominant culture countercultures embrace values or assumptions that directly oppose the organization’s dominant culture functions of countercultures -maintain the organization’s standards of performance and ethical behavior artifacts The observable symbols and signs of an organization’s culture. organizational stories and legends serve as powerful social prescriptions of the way things should (or should not) be done in a company rituals The programmed routines of daily organizational life that dramatize the organization’s culture. ceremonies Planned displays of organizational culture, conducted specifically for the benefit of an audience (ex. publicly rewarding employees) organizational language how employees address co-workers, describe customers, express anger, and greet stakeholders are all verbal symbols of cultural values physical structures and symbols The size, shape, location, and age of buildings might suggest a company’s emphasis on teamwork, environmental friendliness, flexibility, or any other set of values; physical artifacts inside also convey cultural meaning corporate culture strength how widely and deeply employees hold the company’s dominant values and assumptions a strong corporate culture potentially increases the company’s success by serving which three functions? 1) control system (influences employee decisions and behavior) 3 contingencies of organizational culture and effectiveness 1) whether the culture content is aligned with the external environment adaptive culture An organizational culture in which employees are receptive to change, including the ongoing alignment of the organization to its environment and continuous improvement of internal processes. True or false? Employees in adaptive cultures have a low sense of ownership. False. They have a high sense of ownership. They take responsibility for the organization’s performance and alignment with the external environment bicultural audit A process of diagnosing cultural relations between companies and determining the extent to which cultural clashes will likely occur. bicultural audit process -identify cultural differences between merging companies strategies for merging different organizational cultures 1) assimilation assimilation strategy employees at the acquired company willingly embrace the cultural values of the acquiring organization. Is culture clash common with assimilation? No because the acquired firm’s culture is weak and employees are looking for better cultural alternatives deculturation strategy acquiring companies apply this strategy imposing their culture and business practices on the acquired organization integration strategy combine the two or more cultures into a new composite culture that preserves the best features of the previous cultures When should the integration strategy be considered? when the companies have relatively weak cultures or when their cultures include several overlapping values separation strategy the merging companies agree to remain distinct entities with minimal exchange of culture or organizational practices what are the four ways to change and strengthen organizational culture? 1) actions of
founders and leaders attraction-selection-attrition (ASA) theory A theory which states that organizations have a natural tendency to attract, select, and retain people with values and personality characteristics that are consistent with the organization’s character, resulting in a more homogeneous organization and a stronger culture. TERM DEFINITION LOCATION organizational socialization is a process of ____ and ____ learning and adjustment what are the stages of organizational socialization? 1) preemployment socialization TERM DEFINITION LOCATION what is the problem with preemployment socialization? outsiders rely on indirect information about what it is like to work in the organization. this information can often be distorted by inherent conflicts TERM DEFINITION LOCATION reality shock The stress that results when employees perceive discrepancies between their preemployment expectations and on-the-job reality why do unmet expectancies sometimes occur? because the employer is unable to live up to its promises, such as failing to provide challenging projects TERM DEFINITION LOCATION realistic job preview (RJP) A method of improving organizational socialization in which job applicants are given a balance of positive and negative information about the job and work context. True or False? RJPs can reduce turnover and increase job performance True socialization agents co-workers, bosses, or friends at the company who help new employees adjust to their jobs _____ are unconscious, taken-for-granted perceptions or ideal
prototypes of behavior that are considered the correct way to think and act toward problems and opportunities. B. Organizational artifacts C. Languages D. Beliefs E. Shared assumptions E. Shared assumptions Which of these statements about shared assumptions is true? B. They are so deeply embedded they probably cannot be discovered by surveying employees. C. They are the same as espoused values. D. They are revealed through corporate value statements. E. They rise to the surface only when employees let them. B. They are so deeply embedded they probably cannot be discovered by surveying employees. The best way to determine an organization’s shared assumptions is to: B. look for evidence of its corporate value statements. C. determine what the organization’s enacted values are. D. read public relations statements produced by the organization. E. ask customers to evaluate the company’s effectiveness. C. determine what the organization’s enacted values are. Which of the following organizational culture dimension is characterized by risk taking, and low cautiousness? B. Innovation C. Outcome orientation D. Aggressiveness E. Respect for people B. Innovation The organizational culture dimension of
attention to detail is characterized by _____. B. fairness C. precision D. collaboration E. security C. precision Which of the following organizational culture dimension is characterized by competitiveness and a low emphasis on social responsibility? B. Innovation C. Outcome orientation D. Aggressiveness E. Respect for people D. Aggressiveness The themes shared most widely by employees
represent: B. the organization’s deculturation process. C. the organization’s counterculture. D. artifacts held mainly by senior executives in the organization. E. rituals prevalent in the organization. A. the organization’s dominant culture. One advantage of countercultures is that they: B. maintain surveillance over and critically review the company’s dominant culture. C. prevent organizations from developing a corporate culture. D. ensure that corporate mergers occur without any culture clashes. E. discourage conflict and dissension among employees. B. maintain surveillance over and critically review the company’s dominant culture. One of the functions of _____ is that it is a spawning ground for emerging values that keep the firm aligned with the needs of customers, suppliers, society, and other stakeholders. B. a shared value C. a subculture D. an espoused value E. urban culture C. a subculture Which of the following are the observable indicators of organizational culture? B. Artifacts C. Values D. Beliefs E. Mental models B. Artifacts What is the significance of artifacts in organizational culture? B. Artifacts are the residual parts of the organization that cannot fit into its culture. C. Artifacts represent the directly observable symbols and signs of an organization’s culture. D. Artifacts are the main observable indicators that the organization does not have a culture. E. Artifacts mainly reflect the subcultures that conflict with an organization’s dominant culture. C. Artifacts represent the directly observable symbols and signs of an organization’s culture. Which of these
statements about organizational stories is true? B. Stories communicate organizational culture if they describe positive events, whereas they undermine organizational culture if they describe negative events. C. Organizational stories are descriptive, but not prescriptive. D. Stories are most effective at communicating corporate culture when they describe real events with real people. E. Organizational stories advise people what not to do, but leave out the solutions and suggestions. D. Stories are most effective at communicating corporate culture when they describe real events with real people. Organizational stories are most effective at communicating organizational culture only when they: B. are told by senior executives to the public. C. describe real people and are assumed to be true. D. are descriptive rather than prescriptive. E. tend to pressurize individual performance. C. describe real people and are assumed to be true. Rituals are: B. more formal artifacts than ceremonies. C. verbal symbols of cultural values that reveal how employees talk to one another, describe customers, express anger, and greet stakeholders. D. physical structures that convey the dominant values of an organization’s culture. E. games that people play to defy the dominant culture and, instead, support countercultural beliefs and values. A. programmed routines of daily organizational life that dramatize the organization’s culture. At meetings of a major consumer products firm, employees habitually stand up when the most senior executive at the meeting enters the room. This practice represents: B. an adaptive culture in the company. C. a ritual that probably symbolizes the organization’s dominant culture. D. a form of deculturation that eventually undermines the organization’s dominant culture. E. that the company’s espoused values differs from its enacted values. C. a ritual that probably symbolizes the organization’s dominant culture. Ceremonies are: B. more formal artifacts than rituals. C. verbal symbols of cultural values that reveal how employees talk to one another, describe customers, express anger, and greet stakeholders. D. physical structures that convey the dominant values of an organization’s culture. E. games that people play to defy the dominant culture and, instead, support countercultural beliefs and values. B. more formal artifacts than rituals. Whenever a team
in Ads Today, an advertising firm, wins a new contract, the successful team rings a loud bell and breaks out a bottle of champagne. In organizational culture, this practice would be considered: B. a ceremony. C. a mental model. D. a symptom of a culture that is out of touch with its external environment. E. irrelevant to the meaning or study of organizational culture. B. a ceremony. Which of the following is an artifact? B. Language C. Assumptions D. Beliefs E. Corporate cult B. Language Language is: B. not good at highlighting the values of organizational subcultures. C. verbal symbols of cultural values that reveal how employees describe customers, express anger, and greet stakeholders. D. physical structures that convey the dominant values of an organization’s culture. E. games that people play to defy the dominant culture and, instead, support countercultural beliefs and values. C. verbal symbols of cultural values that reveal how employees describe customers, express anger, and greet stakeholders. Which of the following is a verbal symbol of cultural values? B. Expressions of anger C. Shared assumptions D. Beliefs E. Rituals B. Expressions of anger Which of the
following is true about organizational culture? B. Companies have strong cultures when the dominant values are held mainly by a few people at the top of the organization. C. Most employees across all subunits understand the dominant values but choose to ignore them. D. The life span of strong organizational cultures is almost always short. E. The strength of an organization’s culture refers to how widely and deeply employees hold the company’s dominant values and assumptions. E. The strength of an organization’s culture refers to how widely and deeply employees hold the company’s dominant values and assumptions. Which of the following statements about the strength of organizational culture and organizational performance is true? B. There is no relationship between an organization’s cultural strength and its performance. C. Organizations with stronger cultures tend to perform better only when they acquire other organizations with distinct cultures. D. Organizations with stronger cultures almost always perform poorly compared to those with weak cultures. E. Organizations with stronger cultures perform poorly if they have subcultures. A. Organizations with stronger cultures tend to perform better than those with weak cultures when the culture content fits the external environment. Which of the following tends to happen when an organization’s culture is misaligned with its external environment? B. The organization’s subcultures weaken. C. The organization has more difficulty anticipating and responding to stakeholder needs. D. The organization is unable to develop subcultures. E. The various subcultures within the organization keep changing. C. The organization has more difficulty anticipating and responding to stakeholder needs. Which of the following is true about mental models? B. Mental models are one of the artifacts of organizational culture. C. Mental models are mainly used to decipher an organization’s culture. D. Mental models can blind employees to new opportunities and unique problems. E. Mental models are unrelated to organizational culture. D. Mental models can blind employees to new opportunities and unique problems. Organizations that tolerate or encourage subcultures with dissenting values: B. usually build stronger cultures to counteract those dissenting values. C. may eventually use those dissenting values to build a new set of dominant values in the future. D. do not have any corporate culture. E. have a very rigid corporate culture. C. may eventually use those dissenting values to build a new set of dominant values in the future. Organizations with an adaptive corporate culture: B. have employees who see things from an open systems perspective. C. tend to be less ethical than organizations with non-adaptive cultures. D. have no artifacts to keep their culture in place. E. are focused inward to employee needs. B. have employees who see things from an open systems perspective. Which of the following is a characteristic of an adaptive corporate culture? B. Employees continuously question past practices. C. Employees tend to be more reactive. D. Employees tend to take the view that any activity beyond their job description is not their job. E. Employees are more individualistic and do not experiment with new ideas outside their work profiles. B. Employees continuously question past practices. Employees at SuperTech Services seek out opportunities rather than wait for them to arrive. They also have a strong learning orientation. This implies that SuperTech has: B. a strong counterculture. C. relatively few artifacts representing the organization’s culture. D. a culture that is misaligned with its external environment. E. an adaptive culture. E. an adaptive culture. The main purpose of a bicultural audit is to: B. estimate the number of dominant and subcultural values that exist in an organization. C. find out whether people from different countries have the same corporate cultures. D. identify and diagnose differences in the corporate cultures of merging organizations. E. teach new employees the organization’s dominant cultural values. D. identify and diagnose differences in the corporate cultures of merging organizations. One of the first steps to minimize a cultural clash in a merger is to: B. conduct a bicultural audit. C. significantly increase the strength of the culture in both organizations. D. replace the chief executives in both organizations before merger negotiations begin. E. replace the employees with new ones. B. conduct a bicultural audit. When the acquired firm has a weak culture, it is best to use the _____ merger strategy. B. separation C. deculturation D. assimilation E. integration D. assimilation ____ occurs when employees at the
acquired company willingly embrace the cultural values of the acquiring organization. B. Assimilation C. Separation D. Integration E. Negotiation B. Assimilation In which strategy does the acquiring company impose its culture and business practices on the acquired organization? B. Assimilation C. Separation D. Integration E. Bicultural audit A. Deculturation A deculturation strategy
of merging two corporate cultures should be applied: B. when both firms operate successfully in different industries. C. when employees in the acquired firm want to hold on to their firm’s culture even though it does not fit the external environment. D. when both the firms have weak cultures. E. when the merging companies agree to remain distinct entities with minimal exchange of culture or organizational practices. C. when employees in the acquired firm want to hold on to their firm’s culture even though it does not fit the external environment. Which strategy for merging two distinct cultures is most effective when the two companies have relatively weak cultures with overlapping values? B. Assimilation C. Separation D. Integration E. Negotiation D. Integration Which of the
following is true about using the strategy of integration for merging different corporate cultures? B. It is the fastest strategy for merging different corporate cultures. C. It is potentially safe because neither party is preserving the existing culture. D. It should be considered when the merging companies have strong cultures and distinct cultures. E. It creates a new composite culture that preserves the best features of the previous cultures. E. It creates a new composite culture that preserves the best features of the previous cultures. Which strategy for merging two distinct cultures is most appropriate when the two merging companies are in unrelated industries or operate in different countries, because the most appropriate cultural values tend to differ by industry and national culture? B. Assimilation C. Separation D. Integration E. Negotiation C. Separation When merging two organizations, a separation strategy is most commonly applied when: B. one company has an effective culture and employees at the other company would embrace that culture if applied to them. C. the two organizations operate in distinct industries. D. the acquired firm’s culture doesn’t work, whereas the culture of the acquiring firm does work. E. a bicultural audit reveals that both companies have very similar cultures. C. the two organizations operate in distinct industries. An organization’s culture begins with its _____. B. country-level managers C. employees D. founders and leaders E. auditors D. founders and leaders Which of the following statements is consistent with the
attraction-selection-attrition (ASA) theory? B. Organizations have a natural tendency to attract, select, and retain people with values that are consistent with the organization’s own culture. C. Attraction, selection and attrition are part of the natural life-cycle of organizational members. D. Employees get attached to organizations that meet their reward expectations. E. Attraction followed by selection inevitably leads to attrition in the future. B. Organizations have a natural tendency to attract, select, and retain people with values that are consistent with the organization’s own culture. According to the attraction-selection-attrition (ASA) theory, job applicants: B. avoid employment in companies whose values seem incompatible with their own values. C. do not typically pay much heed to organizational values when applying for work. D. avoid other applicants if they are competing for the same jobs. E. are attracted to companies who are likely to provide them with the greatest financial rewards. B. avoid employment in companies whose values seem incompatible with their own values. Organizational socialization is best described as a
process of _____ where newcomers try to make sense of and adapt to the company’s environment. B. power and restructuring C. negotiation and concession-making D. learning and adjustment E. managing and delegating D. learning and adjustment In the context of organizational socialization, the adjustment process is better for: B. employees who experience significant levels of reality shock. C. newcomers with diverse work experience. D. people who are able to avoid the encounter stage of socialization. E. individuals who retain their personal identity. C. newcomers with diverse work experience. An individual’s beliefs about the terms and conditions of a reciprocal exchange agreement between him or herself and an employer is called a: B. Relational contract C. Transactional contract D. Mental model E. Realistic job preview A. Psychological contract The three stages of organizational socialization, in order, are: B. newcomer, insider, and outsider. C. attraction, selection, and socialization. D. pre-employment, encounter, and role management. E. anticipation, encounter, and disillusionment. D. pre-employment, encounter, and role management. The process of
organizational socialization begins: B. within the employee’s first week on the job. C. long before the first day of work for the organization. D. when the employee finally reconciles pre-employment expectations with organizational reality. E. when the employee receives his or her first performance appraisal. C. long before the first day of work for the organization. During which of the following
stages of socialization do people first learn about the organization and job? B. Encounter C. Pre-employment D. Probation E. Orientation C. Pre-employment The pre-employment stage of organizational socialization would be more effective if: B. employers and job applicants gave and received accurate information about each other. C. employers and applicants experienced reality shock when meeting each other for the first time. D. job applicants distorted their resume in order to get the job offered. E. the applicants kept a clean slate and avoided searching for information on the company and forming expectations. B. employers and job applicants gave and received accurate information about each other. Which of the following happens during the pre-employment stage of organizational socialization? B. Employees form expectations (a psychological contract) about working at that organization. C. Reality shock is experienced. D. Newcomers test how well their pre-employment expectations fit reality. E. Applicants strengthen relationships with coworkers and supervisors. B. Employees form expectations (a psychological contract) about working at that organization. Many employees get a reality shock on their first day at work because: B. applicants want to ensure that employees develop a stronger loyalty to the organization. C. newcomers test how well their pre-employment expectations fit reality and many companies fail this test. D. employers ignore the duty to orient new applicants on the first day of work. E. colleagues provide a lot of information regarding various work assignments on the very first day. C. newcomers test how well their pre-employment expectations fit reality and many companies fail this test. Reality shock is: B. an element in the model of individual behavior. C. common in lateral career development. D. a unique feature of an adaptive culture. E. a perceived discrepancy between employee expectations and reality. E. a perceived discrepancy between employee expectations and reality. _____ is the third stage of organizational socialization that is most active as employees make the transition from newcomers to insiders. B. Preemployment socialization C. Encounter D. Gathering information E. Job interview A. Role management Resolving conflicts between work and non-work activities mainly occurs during the _____ stage of socialization. B. encounter C. pre-employment D. reality shock E. disillusionment A. role management Which of the following is true about socialization agents? B. Socialization agents provide support on the basis of the compensation offered to do so. C. Family support is an important socialization agent for new employees. D. A strong corporate culture discourages socialization agents from doing their job. E. Employers group socialization agents on the basis of their qualifications. A. Socialization agents help integrate new employees into the team. _______ is a system whereby newcomers are assigned to coworkers for sources of information and social support. B. Work ownership C. Relational partnership D. Psychological contract E. The buddy system E. The buddy system James has just joined CoraTech Systems, where he has
been assigned to Paul and Natalie for sources of information about the company. Paul and Natalie introduce James to others at Coratech, give him an office tour, and assure him that they will meet him regularly for the first few weeks, to help him in the transition to the new company. In this scenario, Paul and Natalie are part of the CoraTech’s _____. B. work ownership C. buddy system D. inspection partnership E. duty segregation C. buddy system Most employees at United FiberTech support the idea that the company’s success depends on their willingness to continually change and improve customer service. United FiberTech probably has: B. many countercultures. C. more subcultures than employees. D. an unethical culture. E. no corporate culture. A. an adaptive culture. Most employees at United FiberTech support the idea that the company’s success depends on their willingness
to continually change and improve customer service. United FiberTech most likely has a strong: B. learning orientation. C. drive for profits. D. corporate cult. E. training program. B. learning orientation. BarkBark Inc. and Happy Toys Ltd. are considering a merger and are unsure whether their two organizations will have a difficult time with clashing cultures. They perform a detailed diagnosis collecting and analyzing the gathered data
about the two merging companies. They identify a several overlapping values which they feel that they can effectively meld into a cohesive new culture. This process is known as: B. deculturation. C. a bicultural audit. D. a merger strategy. E. a cultural review. C. a bicultural audit. BarkBark Inc. and Happy Toys Ltd. are considering a merger and are unsure whether their two organizations will have a difficult time with clashing cultures.
They perform a detailed diagnosis collecting and analyzing the gathered data about the two merging companies. They identify a several overlapping values which they feel that they can effectively meld into a cohesive new culture. What type of cultural merge would be best in this situation? B. deculturation C. assimilation D. separation E. incorporation A. integration The main objective of force field analysis is to help change agents to: B. find ways to increase the driving forces for change. C. diagnose a situation better by understanding the driving and restraining forces for change. D. determine whether change is necessary in the organization or not. E. determine and single out the force that causes organizational resistance for change. C. diagnose a situation better by understanding the driving and restraining forces for change. Which
of these forces pushes organizations toward a new state of affairs? B. Driving forces C. Equilibrium forces D. Restraining forces E. Freezing forces B. Driving forces Which of these forces are commonly called resistance to change? B. Driving forces C. Parallel learning structures D. Restraining forces E. Unfreezing forces D. Restraining forces Unfreezing refers to: B. ineffective management practices that discourage newcomers from staying with the organization. C. ensuring that the change effort is diffused to others within the organization. D. the process of improving organizational communication. E. producing disequilibrium between the driving and restraining forces of change. E. producing disequilibrium between the driving and restraining forces of change. In organizational
change, unfreezing may occur by: B. increasing the driving forces. C. reducing the urgency to change. D. changing individuals in key positions. E. reducing the pace of the change. B. increasing the driving forces. Which of the following tends to happen when an organization's culture is misaligned?What tends to happen when an organization's culture is misaligned with its external environment? The organization has more difficulty anticipating and responding to stakeholder needs. What are the three stages of organizational socialization in their correct order?Fredric Jablin articulated three basic stages of organizational socialization: anticipatory socialization, organizational entry/assimilation, and organization disengagement/exit. Anticipatory socialization is the period of time before an individual enters into an organization. What is the term given to the planned activities conducted specifically for the benefit of the employees?Human resource planning (HRP) is the continuous process of systematic planning ahead to achieve optimum use of an organization's most valuable asset—quality employees. Human resources planning ensures the best fit between employees and jobs while avoiding manpower shortages or surpluses. Which one of the following is a popular method of gauging the Organisational and corporate nerve of an Organisation?Pulse Checks. Pulse surveys are becoming increasingly popular, while they're considered to be quite similar to employee engagement surveys the core differences lay in the length and frequency of when they're conducted and they always measure the same elements in order to provide you with a trending analysis. Which merger strategy involves combining the two or more cultures of the merging companies into a new composite culture?Integration A third strategy is to combine the cultures into a new composite culture that preserves the best features of the previous cultures. Integration is slow and potentially risky because many forces preserve the existing cultures.
Which strategy for merging two distinct cultures is most effective when the two companies have relatively weak culture quizlet?Assimilation: It occurs when employees at the acquired company willingly embrace the cultural values of the acquiring organization. Typically, this strategy works best when the acquired company has a weak, dysfunctional culture and the acquiring company's culture is strong and aligned with the external environment.
Which strategy for merging two distinct cultures is most appropriate when the two merging companies are in unrelated industries?A separation strategy occurs when the merging companies agree to remain distinct entities with minimal exchange of culture or organizational practices. This strategy is most appropriate when the two merging companies are in unrelated industries, because the most appropriate cultural values tend to differ by industry.
What is one of the first steps to minimize a cultural clash in a merger?One of the first steps to minimize a cultural clash in a merger is to: conduct a bicultural audit. Organizational stories are most effective at communicating organizational culture only when they: describe real people and are assumed to be true.
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Which strategy is recommended when merging two companies with relatively weak cultures and overlapping values?
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