Mgmt Ch. 16 Organizational Culture

1. What is Organizational Culture?

System of shared meaning held by members that distinguishes the organization from other organizations. 7 Key Characteristics

The amount of revenue generated by an organization.

The number of employees working in an organization.

The physical layout of an organization's office space.

Organizational culture refers to the shared values, beliefs, and norms held by members of an organization that differentiate it from others. It is not related to the physical layout, number of employees, or revenue generated by the organization.

Explanation

Organizational culture refers to the shared values, beliefs, and norms held by members of an organization that differentiate it from others. It is not related to the physical layout, number of employees, or revenue generated by the organization.

2. 1. Innovation and Risk Taking

Degree to which employees are encouraged to be innovative and take risks

Office dress code policy

Annual leave allocation policy

Employee parking arrangements

3. 2. Attention to Detail.

Degree to which employees are expected to exhibit precision, analysis, and attention to detail

The number of breaks employees are allowed to take during the workday.

The level of noise in the workplace.

A measure of how quickly employees can complete tasks.

Attention to detail refers to the precision and thoroughness expected from employees in their work.

Explanation

Attention to detail refers to the precision and thoroughness expected from employees in their work.

4. Outcome Orientation

Degree to management focuses on results or outcomes rather than on the techniques used to achieve them

Prioritizing employee satisfaction over results

Focus on implementing new technology

Emphasis on micromanaging employees' tasks

Outcome orientation refers to the emphasis on achieving results and outcomes, rather than focusing solely on the techniques or methods used to reach those goals. It involves a results-driven approach to management.

Explanation

Outcome orientation refers to the emphasis on achieving results and outcomes, rather than focusing solely on the techniques or methods used to reach those goals. It involves a results-driven approach to management.

5. 4. People Orientation.

The number of employees in a company.

The type of coffee the employees prefer during meetings.

Degree to which management decisions take into account the effect that the outcomes have on the employees

The preferred seating arrangement for employees.

People Orientation refers to how much consideration management gives to the impact of their decisions on employees, rather than just focusing on numbers, seating arrangements, or beverage preferences.

Explanation

People Orientation refers to how much consideration management gives to the impact of their decisions on employees, rather than just focusing on numbers, seating arrangements, or beverage preferences.

6. 5. Team Orientation

Degree to which work activities are organized around teams rather than individuals

Level of competition present among team members in a workplace environment

Extent to which employees prefer working independently as opposed to in a team setting

Degree to which work activities are organized around individuals rather than teams

Team orientation refers to how work activities are structured and focused on a team-based approach rather than individual efforts. It highlights the importance of collaboration and cooperation within a team setting.

Explanation

Team orientation refers to how work activities are structured and focused on a team-based approach rather than individual efforts. It highlights the importance of collaboration and cooperation within a team setting.

7. 6. Aggressiveness.

Ability to work well in a team environment.

Tendency to avoid confrontation in the workplace.

Degree to which employees are aggressive and competitive compared to easygoing

Intensity of workplace conflicts.

Aggressiveness refers to the level of competitiveness and assertiveness exhibited by employees in the workplace, which can impact their interactions and approach to work tasks.

Explanation

Aggressiveness refers to the level of competitiveness and assertiveness exhibited by employees in the workplace, which can impact their interactions and approach to work tasks.

8. 7. Stability Vs. Growth

Degree to which an organization prioritizes employee satisfaction over financial success

Degree to which organizational activities emphasize maintaining the status quo in contrast to growth

Degree to which an organization focuses on product innovation

Degree to which an organization invests in marketing strategies

The question explores the concept of balancing stability with growth within an organization, highlighting the importance of understanding the emphasis on maintaining the status quo versus seeking opportunities for growth.

Explanation

The question explores the concept of balancing stability with growth within an organization, highlighting the importance of understanding the emphasis on maintaining the status quo versus seeking opportunities for growth.

9. What is the definition of Dominant Culture?

When the majority of an organization expresses the company's core values. Gives the organization it's distinct personality

A culture that is shy and introverted within an organization.

A culture that is not significant in shaping the values of an organization.

A culture that is constantly changing and inconsistent within an organization.

Dominant Culture refers to the prevailing attitudes, values, beliefs, and behaviors that are characteristic of an organization. It plays a key role in shaping the overall environment and identity of the organization.

Explanation

Dominant Culture refers to the prevailing attitudes, values, beliefs, and behaviors that are characteristic of an organization. It plays a key role in shaping the overall environment and identity of the organization.

10. What are subcultures within big companies typically formed to reflect?

Formed within big companies and they tend to reflect common problems, situations, or experiences faced by groups in the same department.

Competitor strategies in the industry.

Personal preferences of employees within a company.

Cultural norms of the society outside the company.

Subcultures within big companies are typically formed to address common problems, situations, or experiences faced by groups in the same department, not based on personal preferences, societal norms, or competitor strategies.

Explanation

Subcultures within big companies are typically formed to address common problems, situations, or experiences faced by groups in the same department, not based on personal preferences, societal norms, or competitor strategies.

11. What is a strong culture in an organization?

When employees opinions about the organizations mission and values are consistent and all the same.
i.e Responses to management surveys show the same opinions about the organizations mission and values.
Having a strong culture should reduce employee turnover because having high agreement builds loyalty and organizational commitment.

When employees have conflicting opinions about the organizations mission and values.

When employees have no opinions about the organizations mission and values.

When employees have opinions that are constantly changing about the organizations mission and values.

A strong culture in an organization is characterized by consistent and aligned opinions among employees regarding the organization's mission and values, which helps in building loyalty and reducing turnover rates.

Explanation

A strong culture in an organization is characterized by consistent and aligned opinions among employees regarding the organization's mission and values, which helps in building loyalty and reducing turnover rates.

12. What is weak culture?

Strong culture where employees have firm beliefs in the organization's mission and values.

Toxic culture where employees support each other and work together towards a common goal.

Adaptive culture where employees easily adapt to changes in the organization.

When employees opinions about the organizations mission and values vary widely, inconsistent.

Weak culture refers to the lack of alignment among employees regarding the organization's mission and values, leading to inconsistency in behavior and decision-making.

Explanation

Weak culture refers to the lack of alignment among employees regarding the organization's mission and values, leading to inconsistency in behavior and decision-making.

13. What is the relationship between Culture and Formalization within an organization?

Culture and Formalization are completely independent and have no impact on each other within an organization.

Formalization is always more important than culture when it comes to guiding employee behavior in an organization.

A strong organizational culture leads to an increase in the need for formal rules and regulations to enforce employee behavior.

Have a common destination. But the stronger an organization's culture, the less formal management needs to be with developing formal rules and regulations to guide employee behavior. The rules will instead be internalized by employees when they except an organizations culture.

The correct answer highlights how a strong organizational culture can reduce the need for extensive formalization in managing employee behavior, showcasing the interconnectedness between culture and formalization within an organization.

Explanation

The correct answer highlights how a strong organizational culture can reduce the need for extensive formalization in managing employee behavior, showcasing the interconnectedness between culture and formalization within an organization.

14. What are the functions of a company's culture according to BICSA?

C. Decreases employee engagement levels

Culture: the glue that holds an organization together
1. Has a boundary-defining role: creates distinctions between one organization and others2. Conveys a sense of identity 3. facilitates a huge amount of commitment that is larger than an individuals self-interests 4. Enhances the stability social system 5. Serves as a sense-making and control mechanism that guides and shapes attitudes

A. Provides financial stability to the organization

B. Increases employee turnover rates

The functions of a company's culture according to BICSA include boundary-defining role, sense of identity, commitment, stability, and sense-making/control mechanism. These functions are crucial for shaping organizational behavior and effectiveness.

Explanation

The functions of a company's culture according to BICSA include boundary-defining role, sense of identity, commitment, stability, and sense-making/control mechanism. These functions are crucial for shaping organizational behavior and effectiveness.

15. What is organizational climate?

The temperature inside the office building.

The number of employees in the organization.

The company's financial performance.

The shared perceptions employees have about their organization and work environment.

16. What is the importance of Psychological Climate in the workplace?

It is not necessary to consider Psychological Climate in the workplace.

Was found to strongly relate to an individuals level of job satisfaction, involvement, commitment, and motivation
A positive workplace climate has been linked to higher customer satisfaction and financial perfomance

It only affects financial performance but not customer satisfaction.

It does not have any impact on individuals' job satisfaction or motivation.

Psychological Climate plays a crucial role in shaping individuals' job satisfaction, commitment, and motivation. Additionally, a positive workplace climate has been shown to have a direct impact on both customer satisfaction and financial performance.

Explanation

Psychological Climate plays a crucial role in shaping individuals' job satisfaction, commitment, and motivation. Additionally, a positive workplace climate has been shown to have a direct impact on both customer satisfaction and financial performance.

17. What does a positive work climate result in?

Increased customer service complaints, decreased employee job performance, decreased employee collaboration, decreased safety ratings

Average customer service satisfaction, average employee job performance, average employee collaboration, average safety ratings

A positive work climate means:higher customer service satisfactionhigher employee job performancehigher employee collaborationhigher safety ratings

Lower customer service satisfaction, lower employee job performance, lower employee collaboration, lower safety ratings

A positive work climate leads to higher customer service satisfaction, improved employee job performance, increased employee collaboration, and enhanced safety ratings in the workplace.

Explanation

A positive work climate leads to higher customer service satisfaction, improved employee job performance, increased employee collaboration, and enhanced safety ratings in the workplace.

18. What are the 4 barriers of culture as a liability (ICDA)?

Inadequate office space

Lack of company branding

Overemphasis on employee training

Barrier to innovation (institutionalism)
Barrier to change- when employees are not willing to change even though the culture is no longer effective (Yahoo)
Barriers to Diversity- when a cultures begins to condone prejudice comments (Texaco)
Barriers to Acquisitions- differences in cultures can cause acquisitions to fail (AOL & Time Warner Bros)

The correct answers address specific challenges related to culture as a liability, while the incorrect answers do not directly relate to the concept of cultural barriers in the organizational context.

Explanation

The correct answers address specific challenges related to culture as a liability, while the incorrect answers do not directly relate to the concept of cultural barriers in the organizational context.

19. How does an organization's culture form?

Organizational culture is solely influenced by market trends and competition.

Organizational culture is determined by the physical office space and decor.

Organizational culture forms randomly based on employee personalities.

Start: Founders visionStep 1. Selection- Founders hire and keep employees who think/feel the same way they doStep 2. Training & Socialism- Founders train top management and socialize these employees to their way of thinking and feelingEnd: Founders own behavior encourages employees to identify with them

An organization's culture does not form randomly or solely based on market trends or the physical office space. It is intentionally shaped by founders' vision, selection of like-minded employees, training, socialization, and leaders' behavior.

Explanation

An organization's culture does not form randomly or solely based on market trends or the physical office space. It is intentionally shaped by founders' vision, selection of like-minded employees, training, socialization, and leaders' behavior.

20. What are the three stages of the Socialization Process (PEM)?

Assimilation, Integration, Adjustment

Prearrival- occurs before an employee joins the organization. Recognizes that each individual arrives with a set of values, attitudes, and expectations about both the work to be done and the organization.
Encounter- when a new member confronts the possibility that expectations about the job, co-workers, boss and organization differ from reality. During the process a new member could decide to resign but in order to prevent that they should encourage friendship ties in the organization
Metamorphosis- Stage which new member changes and adjusts to the job, work group, and organization

Preparation, Assimilation, Transition

Introduction, Assimilation, Adaptation

The correct stages of the Socialization Process are Prearrival, Encounter, and Metamorphosis. These stages represent the process through which a new employee goes through when joining an organization.

Explanation

The correct stages of the Socialization Process are Prearrival, Encounter, and Metamorphosis. These stages represent the process through which a new employee goes through when joining an organization.

21. What are the two major bundles of socialization practices?

1. Strict corporate policies and regulations

2. Unlimited freedom and lack of guidance

1. The more management relies on formal socialization programs, the more likely a newcomers differences will be stripped awayi.e Police/fire stations
2. The more a program is informal/individual, the more innovative and creative a newcomer will bei.e advertising/film company's

3. Group activities and team-building exercises

The correct answer highlights the two main approaches to socialization practices, with examples provided for each. The incorrect answers do not accurately capture the essence of the major bundles of socialization practices described in the correct answer.

Explanation

The correct answer highlights the two main approaches to socialization practices, with examples provided for each. The incorrect answers do not accurately capture the essence of the major bundles of socialization practices described in the correct answer.

22. When is the Socialization Process considered complete?

When new members are assigned their first project or task.

When new members pass a test on the organization's history and policies.

When new members receive their first paycheck from the organization.

New members feel comfortable with the organization. They know what is expected if then and what criteria will be used to evaluate their performance.

The Socialization Process is considered complete when new members have acclimated to the organization's culture and expectations, not just when they receive pay, are assigned work, or pass a test.

Explanation

The Socialization Process is considered complete when new members have acclimated to the organization's culture and expectations, not just when they receive pay, are assigned work, or pass a test.

23. What are the key components of creating an ethical culture (RETRP)?

Implement strict rules and regulations without explanation

Ignore unethical behavior and hope it resolves on its own

Create a culture of fear and intimidation rather than trust and transparency

Be a visible role modelCommunicate ethical expectationsProvide ethical trainingReward ethical behavior, punish unethical behaviorProvide protective mechanisms

Creating an ethical culture involves more than just setting rules. It requires leadership to be role models, clearly communicate expectations, provide necessary training, reward ethical behavior, and offer protection mechanisms to ensure a safe and transparent working environment.

Explanation

Creating an ethical culture involves more than just setting rules. It requires leadership to be role models, clearly communicate expectations, provide necessary training, reward ethical behavior, and offer protection mechanisms to ensure a safe and transparent working environment.

24. What does Positive Organizational Culture emphasize?

Ignoring employee strengths, having a neutral approach to punishment and rewards, not focusing on individual growth.

Discouraging employee strengths, punishing more than rewarding, emphasizing conformity over individual growth.

Focusing on employee weaknesses, punishing and rewarding equally, emphasizing team conformity over individual growth.

Emphasizes building on employee strengths, rewards more than punishes, emphasizes individual vitality and growth

Positive Organizational Culture focuses on empowering employees, recognizing their strengths, and encouraging personal and professional growth. It prioritizes positivity and support within the workplace environment.

Explanation

Positive Organizational Culture focuses on empowering employees, recognizing their strengths, and encouraging personal and professional growth. It prioritizes positivity and support within the workplace environment.

25. What is Workplace Spirituality?

Workplace Spirituality refers to the practice of meditation during work hours.

It is the belief that everyone should work in a religious environment.

Recognizes that people have an inner life that nourishes and is nourished by meaningful work in the context of community.

Workplace Spirituality is a term used to describe companies that prioritize profits over employee well-being.

Workplace Spirituality is centered around recognizing the deeper purpose and fulfillment that can be found in work, emphasizing the connection between personal values, meaningful work, and community.

Explanation

Workplace Spirituality is centered around recognizing the deeper purpose and fulfillment that can be found in work, emphasizing the connection between personal values, meaningful work, and community.

26. What are four characteristics of spiritual organizations?

Strict hierarchy and control over employees

Strong sense of purposeTrust and respectHumanistic work practicesToleration of employee expression

Micromanagement and lack of autonomy for employees

Emphasis on materialistic goals rather than values

Spiritual organizations tend to prioritize values, autonomy, and employee expression, rather than strict control, materialistic goals, and micromanagement.

Explanation

Spiritual organizations tend to prioritize values, autonomy, and employee expression, rather than strict control, materialistic goals, and micromanagement.