Chapter 16 - Creating Organisational culture

Question 1

Effects of organisational culture

Answer 1

Filter what employees pay attention to

Are physically manifested as material symbols

Form the foundation of shared meaning amongst members of an organisation

Question 2

Strong culture

Answer 2

Characterised by an environment where the core values of the organisation are both intensely held and widely shared

Question 3

The clan

Answer 3

A culture based on human affiliation

Employees value: attachments, collaboration, trust, and support

Question 4

The adhocracy

Answer 4

A culture based on change

Employees value: growth, variety, attention to detail stimulation, and autonomy

Question 5

The market

Answer 5

Value is based on achievement

Employees value: communication, competence, and competition

Question 6

The hierarchy

Answer 6

A culture based on stability

Employees value: communication, formalisation, and routine

Question 7

How employees learn culture

Answer 7

Stories

Rituals

Material symbols

Language

Question 8

Rituals

Answer 8

Repetitive sequences of actives that express and reinforce the key values of the organisation

Question 9

Material symbols

Answer 9

What conveys to employees who is important, the degree of egalitarianism top management desires, and the kinds of behaviour that are appropriate

Question 10

Stages of socialisation

Answer 10

Prearrival stage

Encounter stage

Metamorphosis stage

Question 11

Prearrival stage

Answer 11

The period of learning in the socialisation process that occurs before a new employee joins the organisation

Question 12

Encounter stage

Answer 12

An employee sees what the organisation is really like and confronts the possibility that expectations and reality my diverge

Question 13

Metamorphosis stage

Answer 13

An employee changes and adjusts to the job, workgroup, and organisation

Question 14

Culture creation occurs in three ways

Answer 14

Founders hire and keep only employees who think and feel the same way they do

They indoctrinate and socialise employees to their way of thinking and feeling

The behaviour of the founder encourages employees to identify with them and internalise their beliefs, values, and assumptions

Question 15

Institutionalisation

Answer 15

A condition that occurs when an organisation takes on a life of its own, apart from any of its members, and acquires immortality

Question 16

How managers can create a more ethical culture

Answer 16

Visible role model

Communicate ethical expectations

Provide ethical training

Visibly reward ethical acts and punish unethical ones

Provide protective mechanisms

Question 17

Workplace spirituality

Answer 17

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

Question 18

Cultural values in spiritual organisations

Answer 18

Benevolence

Strong sense of purpose

Trust and respect

Open mindedness

Question 19

Benevolence

Answer 19

Value kindness toward others and the happiness employees and other organisational stakeholders

Question 20

Strong sense of purpose

Answer 20

Spiritual organisations build their cultures around a meaningful purpose. Although profits may be important, they are not the primary value

Question 21

Trust and respect

Answer 21

Characterised by mutual trust, honesty, and openness. Employees are treated with esteem and are valued, with dignity

Question 22

Open mindedness

Answer 22

Value flexible thinking and creativity among employees