Chapter 14: Organizational Culture

Question 1

Organizational culture

Answer 1

values and assumptions shared within an organization (company DNA)

Question 2

values

Answer 2

stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations

Question 3

shared values

Answer 3

values that people within an organization or work unit have in common and place near the top of their hierarchy of values

Question 4

shares assumptions

Answer 4

nonconscious, taken for granted perceptions or ideal prototypes of behavior considered to be the correct way to think and act toward problems and opportunities

Question 5

espoused values

Answer 5

values corporate leaders HOPE become the culture or want other to believe guide the organization

Question 6

enacted values

Answer 6

values that actually guide and influence decisions and behavior within an organization (put into practiced)

Question 7

dominant culture

Answer 7

values and assumptions shared most consistently and widely by organizations’ members

Question 8

countercultures

Answer 8

embrace values in opposition to the dominant culture

Question 9

2 important functions of subcultures

Answer 9

1. encourage constructive conflict and creative thinking

2. source of emerging values

Question 10

artifacts

Answer 10

observable symbols and signs of an organization’s culture (ie. how visitors are greeted, physical layout, employees rewarded)

Question 11

4 categories of artifacts

Answer 11

1. organizational stories and legends (advise people on what to do or not to do)
2. language (Container Store - “being Gumby” (flexible); “Goldman Sachs - “muppet”(a fool))
3. rituals and ceremonies (i.e. how visitors greeted; award banquet)
4. physical structures and symbols (i.e. building size and location, wall hangings, desks)

Question 12

rituals

Answer 12

programmed routines of daily organizational life that dramatize the organization’s culture (predictable, repetitive events with symbolic meaning of cultural values and assumptions; how visitors greeted)

Question 13

ceremonies

Answer 13

formal artifacts/planned activities conducted specifically for the benefit of an audience (ie. launch party, reward ceremony)

Question 14

strong organizational culture refers to…

Answer 14

how widely and deeply employees hold the company’s dominant values and assumptions

Question 15

3 contingencies/dependencies of culture strength

Answer 15

1. whether culture content fits the environment
2. moderate, not cult-like, strength
3. an adaptive culture (embrace change, creativity)

Question 16

3 functions/benefits of strong cultures

Answer 16

1. control system (points everyone in the same direction)
2. social glue (bonds people together)
3. sense making (help make sense of what’s going on)

Question 17

bicultural audit

Answer 17

diagnose the culture between companies and determine likelihood of cultural clashes
1. identify artifacts 2. analyze date for conflict and compatibility 3. identify strategies and action plans to bridge cultures

Question 18

4 strategies for merging different corporate cultures

Answer 18

1. assimilation (B takes on culture of A)
2. deculturation (B forced to take on culture of A)
3. integration (combined, composite culture)
4. separation (remain distinct entities)

Question 19

5 strategies to alter and strengthen corporate culture

Answer 19

1. actions of leaders/founders
2. align artifacts with the desired culture
3. introduce culturally consistent rewards and recognition
4. support workforce stability and communication (avoid turnover)
5. use attraction, selection, socialization for cultural “fit” (attraction-selection-attrition (ASA) theory)

Question 20

leading cultural changes is associated with what type of leadership ?

Answer 20

transformational and authentic

Question 21

organizational socialization

Answer 21

learning and adjustment/ process by which individuals learn the values, expected behaviors, and social knowledge necessary to assume their roles in the organization

Question 22

psychological contract

Answer 22

the individual’s beliefs about the terms and conditions of a reciprocal exchange agreement between employee and employer (transactional (temporary) & relational (long-term; more investment))

Question 23

3 stages of organizational socialization

Answer 23

1. preemployment socialization (outsider; indirect info to learn about the org/job)
2. encounter (newcomer; test expectations against realities)
3. role management (insider; strengthen relationships; practice new behaviors; resolve conflicts)

Question 24

reality shock

Answer 24

stress that results when employees perceive discrepancies between their preemployment expectations and on-the-job reality

Question 25

realistic job preview (RJP)

Answer 25

offers a balance of positive and negative information about the job
and work context

Question 26

3 problems with organizational culture models and measures

Answer 26

1. oversimplify diversity of possible values
2. ignore shared assumptions
3. assume company cultures are clear and unified

Question 27

7 organizational culture dimensions

Answer 27

1. innovation 2. stability 3. respect for people 4. outcome orientation 5. attention to detail 6. team orientation 7. aggressiveness