Chapter 16

Question 1

Organizational culture

Answer 1

Shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees

Question 2

Three main parts of an organization’s culture

Answer 2

Observable artifacts, espoused values, and basic underlying assumptions

Question 3

Observable facts

Answer 3

The manifestations of an organization’s culture that employees can easily see or talk about

Question 4

Six types of artifacts:

Answer 4

Symbols, physical structures, language, stories, rituals, ceremonies

Question 5

Symbols

Answer 5

Can be found throughout an organization

Question 6

Physical structures

Answer 6

How does it look like physically

Question 7

Language

Answer 7

The jargon, slang, and slogans used within the walls of an organization

Question 8

Stories

Answer 8

Anecdotes, accounts, legends, and myths that are passed down from cohort to color within an organization

Question 9

Rituals

Answer 9

The daily or weekly planned routines that occur in an organization

Question 10

Ceremonies

Answer 10

Formal events, generally performed in front of an audience of organizational members

Question 11

Espoused values

Answer 11

The beliefs, philosophies, and norms that a company explicitly states

Question 12

When a company holds to its espoused values over time regardless of the situations it operates in, the value become…

Answer 12

More believable to employees and outsiders

Question 13

Basic underlying assumptions

Answer 13

The taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather then questioning the validity

Question 14

A popular theology decides organizational culture in two parts

Answer 14

Solidarity and sociability

Question 15

Solidarity

Answer 15

The degree to which group members think and act alike

Question 16

Sociability

Answer 16

How friendly employees are to one another

Question 17

Fragmented culture

Answer 17

Employees are distant and disconnected to each other (low solidarity and low sociability)

Question 18

Mercenary cultures

Answer 18

cultures in which employees think alike but aren’t friendly to one another (high solidarity, low sociability)

Question 19

Networked cultures

Answer 19

all employees are friendly to one another, but everyone thinks differently and does his or her own thing, (low solidarity, high sociability)

Question 20

Communal cultures

Answer 20

Organizations with friendly employees who all think alike (high sociability, high solidarity)

Question 21

Customer service cultures

Answer 21

Focused on service quality

Question 22

The service culture process

Answer 22

Service oriented leadership behavior, service culture, service oriented employee behaviors, customer satisfaction, unit sales

Question 23

Safety culture

Answer 23

To make sure people don’t get hurt

Question 24

Diverse culture

Answer 24

Have lots of diversity

Question 25

Suitability culture

Answer 25

Try to sustainable

Question 26

Creativity culture

Answer 26

Creates creative ideas

Question 27

Culture strength

Answer 27

when employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consis- tent with those expectations (high intensity)

Question 28

subcultures

Answer 28

unite a smaller subset of the organization’s employees.

Question 29

Countercultures

Answer 29

when their values don’t match those of the larger organization

Question 30

Two processes that help keep culture strong

Answer 30

attraction–selection–attrition and socialization.

Question 31

ASA framework

Answer 31

potential employees will be attracted to organizations whose cultures match their own personality, mean- ing that some potential job applicants won’t apply due to a perceived lack of fit; organizations will select candidates based on whether their personalities fit the culture, further weeding out potential “misfits.”

Question 32

Socialization

Answer 32

the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization’s culture.

Question 33

Socialization has three stages

Answer 33

Anticipatory, encounter, understanding and adaption

Question 34

Anticipatory stage

Answer 34

appens prior to an employee spending even one second on the job

Question 35

Encounter stage

Answer 35

Begin the day an employee starts to work

Question 36

reality shock

Answer 36

Problems occur when the two sets of information don’t quite match.

Question 37

understanding and adaptation

Answer 37

new- comers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization.

Question 38

Person–organization fit

Answer 38

the degree to which a person’s personality and values match the culture of an organization.

Question 39

realistic job previews.

Answer 39

(RJPs) occur during the anticipatory stage of socialization during the recruitment process.

Question 40

Mentoring

Answer 40

a process by which a junior-level employee (protégé) develops a deep and long-lasting relation- ship with a more senior-level employee (mentor) within the organization

Question 41

Marie, the department manager at Verve, Inc., starts every Monday morning with a 60-minute department meeting where each member in the department gets five minutes to report progress; share stories of success and failure; and seek general input, advice, and information. Jeremy is responsible for sharing an anecdote, an account, or a legend about the company for every first Monday of the month to keep everyone reminded of where they work and what is important. What Marie and Jeremy are doing are parts of the observable artifacts component of culture.

Answer 41

True

Question 42

Formal mentoring programs have always existed in companies, but their use is increasing.

Answer 42

False

Question 43

Every year, 7 Days, a large retail chain, organizes a large annual function in which it gives an “Employee of the Year” award to a deserving employee, along with a $5,000 cash prize and an opportunity to launch the retail chain’s new product. This is an example of which of the following components of organizational culture?

Answer 43

ceremonies