Chapter 16

Question 1

ORGANIZATIONAL CULTURE

Answer 1

a system of shared meaning held by members that distinguishes the organization from other organizations.

Question 2

DOMINANT CULTURE

Answer 2

a culture that expresses core values that are shared by a majority of the organization’s members.

Question 3

CORE VALUES

Answer 3

The primary or dominant values that are accepted throughout the organization.

Question 4

SUBCULTURES

Answer 4

mini cultures within an organization, typically defined by department designations and geographical separation.

Question 5

STRONG CULTURE

Answer 5

a culture in which the core values are intensely held and widely shared.

Question 6

ORGANIZATIONAL CLIMATE

Answer 6

the shared perceptions organizational members have about their organization and work environment.

Question 7

SOCIALIZATION

Answer 7

a process that adapts employees to the organization’s culture.

Question 8

PREARRIVAL STAGE

Answer 8

the period of learning in the socialization process that occurs before a new employee joins the organization.

Question 9

ENCOUNTER STAGE

Answer 9

the stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge.

Question 10

METAMORPHOSIS STAGE

Answer 10

the stage in the socialization process in which a new employee changes and adjusts to the job, work group and organization.

Question 11

RITUALS

Answer 11

repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable.

Question 12

POSITIVE ORGANIZATIONAL CULTURE

Answer 12

a culture that emphasizes building on employee strengths, rewards more than punishes, and emphasizes individual vitality and growth.

Question 13

PRIMARY CHARACTERISTICS OF ORGANIZATIONAL CULTURE

Answer 13

innovation and risk taking
attention to detail
outcome orientation
people orientation
team orientation
aggressiveness
stability

Question 14

FUNCTIONS OF CULTURE

Answer 14

boundary defining
identity
commitment
stability

Question 15

ETHICAL WORK CLIMATE (EWC)

Answer 15

(shared concept of right and wrong behavior) develops as part of the organizational climate; used to categorize and measure the dimensions of culture

Question 16

ETHICAL CLIMATE INDEX

Answer 16

used to categorize and measure the dimensions of culture

Question 17

CULTURE AS AN ASSET

Answer 17

enhances positive employee interactions (structure)
spells out how things are done and what’s important

Question 18

CULTURE AS A LIABILITY

Answer 18

institutionalization
barriers to change
barriers to diversity
strengthening
barriers to acquisitions and mergers

Question 19

INSITUTIONALIZATION

Answer 19

organization becomes valued for itself and not for the goods and services is provides

Question 20

BARRIERS TO CHANGE

Answer 20

shared values don’t agree with those that further the organization’s effectiveness

Question 21

BARRIERS TO DIVERSITY

Answer 21

hiring new employees who differ from majority in race, age, gender, disability, or other characteristics creates a paradox

Question 22

STRENTHENING DYSFUNCTIONS

Answer 22

sometimes coherence around negativity and dysfunctional management systems in a corporation can produce downward forces that are equally powerful

Question 23

BARRIERS TO ACQUISITIONS AND MERGERS

Answer 23

cultural compatibility is key. if they don’t mesh, it can become a liability to the new corporation

Question 24

HOW DOES CULTURE BEGIN

Answer 24

founders, founders philosophy, socialization, and climate

Question 25

FOUNDERS/ FOUNDERS PHILOSOPHY

Answer 25

hire and keep employees who think and feel the same way they do
indoctrinate and socialize employees to their way of thinking
behavior encourages employees to identify with them and internalize their beliefs, values, and assumptions

Question 26

SOCIALIZATION

Answer 26

depends on the deliberateness matching new employees’ values to those of the organization

Question 27

CLIMATE

Answer 27

generally set by top managers; what’s acceptable behavior and what’s not

Question 28

KEEPING CULTURE ALIVE

Answer 28

stories, rituals, material symbols, language

Question 29

STORIES

Answer 29

how the company got started

Question 30

RITUALS

Answer 30

traditions in the company

Question 31

MATERIAL SYMBOLS

Answer 31

swag and logos

Question 32

LANGUAGE

Answer 32

coach vs ‘coach’

Question 33

ADAPTABILITY

Answer 33

the degree to which employees are encouraged to be innovative and flexible as well as to take risks and experiment

Question 34

DETAIL ORIENTATION

Answer 34

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

Question 35

RESULTS/ OUTCOME ORIENTATION

Answer 35

the degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them

Question 36

PEOPLE/ CUSTOMER ORIENTATION

Answer 36

the degree to which management decisions consider the effect of decisions consider the effect of outcomes on people within and outside the organizaotin

Question 37

COLLARBORATION/ TEAM ORIENTATION

Answer 37

the degree to which work activities are organized around teams rather than individuals

Question 38

INTEGRITY

Answer 38

the degree to which people exhibit integrity and high ethical standards in their work

Question 39

WHAT SHOULD STRONG CULTURE DO?

Answer 39

reduce employee turnover because it results in cohesiveness and organizational commitment

Question 40

FORMALIZED CULTURE AND CONTROL SYSTEMS

Answer 40

when reduced the shared meaning provided by a strong culture ensures that everyone is pointed in the same directions; formalized = rules

Question 41

SOCIALIZATION PROCESS

Answer 41

prearrival, encounter, metamorphosis

Question 42

CONTROL SYSTEMS

Answer 42

culture’s functions
organizational climate
positive workplace culture
ethical workplace culture