Chapter 10

Question 1

Organizational Culture

Answer 1

System of shared meaning held by members that distinguishes the organization from other organizations

Question 2

Characteristics of Organizational Culture

Answer 2

Innovation and Risk Taking - degree to which employees are encouraged to innovate and take risks
Attention to Detail - The degree to which employees are expected to exhibit precision, analysis and attention to detail
Outcome orientation - the degree to which management focuses on results rather than the process/technique
People Orientation - the degree to which management decisions take into consideration the effect of outcomes on individuals within the organization
Team orientation - the degree to which work activities are oriented around teams rather than individuals
aggressiveness - the degree to which people are aggressive and competitive rather than easy going
stability - the degree to which the organization emphasizes maintaining status quo in contrast to growth

Question 3

Artifacts

Answer 3

aspects of an organization’s culture that you see, hear and feel

Question 4

Beliefs

Answer 4

The understanding of how ideas and objects relate to each other

Question 5

Values

Answer 5

The stable, long-lasting beliefs of what is important

Question 6

Assumptions

Answer 6

the taken-for-granted notion of how something should be in an organization

Question 7

Organizational Climate

Answer 7

• shared perceptions organizational members have about their organization and work environment

Question 8

Dominant Culture

Answer 8

Expresses the core values that are shared by a majority of the organization’s members

Question 9

Subcultures

Answer 9

Tend to develop in large organizations to reflect common problems, situations or experiences

Question 10

How does a culture begin?

Answer 10

1. founders higher and keep only employees who feel and think the same way as them
2. founders indoctrinate and socialize these employees to their way of thinking and feeling
3. Founders’ own behaviour encourages employees to identify with the founders and internalize those beliefs, values and assumptions

Question 11

Selection

Answer 11

Identify and hire individuals who will fit in with the culture

Question 12

Top management

Answer 12

Senior executives establish and communicate the norms of the organization

Question 13

Socialization

Answer 13

Organizations need to teach the culture to new employees

Question 14

What are the liabilities of organizational culture?

Answer 14

Barriers to change
Barrier to diversity
Barrier to Mergers and Aquisitions

Question 15

Assimilation

Answer 15

The entire new organization is determined to take on teh culture of one of the merging organizations

Question 16

Integration

Answer 16

A new hybrid culture is formed

Question 17

Lewin’s 3 step model for change?

Answer 17

1. unfreezing the status quo
2. moving it to a new state
3. refreezing the new change to make it permanent

Question 18

What are the 3 ways unfreezing happens?

Answer 18

• the driving forces, which direct behaviour away from the status quo, can be increased
• the restraining forces, which hinder movement from the existing equilibrium can be decreased
• combine the previous 2 approaches

Question 19

Action Research

Answer 19

• refers to a change in process based on research

Question 20

What is the process of action research?

Answer 20

• diagnosis
• analysis
• feedback
• evaluation

Question 21

Appreciative Inquiry

Answer 21

rather than looking for problems to fix this approach emphasizes the unique qualities and special strengths of an organization

Question 22

4 d’s of Appreciative Inquiry

Answer 22

discovery
dreaming
destiny
design

Question 23

What are the sources of individual resistance to change?

Answer 23

self interest
low tolerance for change
misunderstanding and lack of trust
different assessments

Question 24

What are the sources of organizational resistance to change?

Answer 24

Structural inertia
Limited focus of change
Group inertia
Threat to expertise
Threat to established power relationships
Threat to established resource allocations

Question 25

How to overcome resistance to change?

Answer 25

Education and communication
Participation and involvement
Building support and commitment
Developing positive relationships
Implementing changes fairly
Manipulation and co-optation
Selecting people who accept change
Explicit and implicit coercion

Question 26

Where is change more likely to come from?

Answer 26

outside change agents
employees who are new to the organization (who have less invested in the status quo) or
managers who are slightly removed from the main power structure.