Chapter 2

Question 0

Symbolic View of management

Answer 0

Much of an organizations success or failure is due to external forces outside of managers control
The ability of managers to affect outcomes is influenced and constrained by external factors
Managers symbolize control and influence through their action

Question 1

Omnipotent View of Management

Answer 1

Managers are directly responsible for an organization’s success or failure
The quality of the organization is determined by the quality of its managers
Managers are held accountable for an organizations performance yet it is difficult to attribute good or poor performance directly to their influence on the organization

Question 2

Organizational culture

Answer 2

• A system of shared meanings and common beliefs held by organizational member that determines in a large degree, how they act towards each other
• “the way things are done around here”
• implications
• –culture is a perception
• —culture is shared
• —culture is descriptive

Question 3

Elements of organizational culture

Answer 3

Visible culture/ artifacts
Shared values
Shared assumptions

Question 4

Strong culture

Answer 4

• Are cultures in which key values are deeply and widely held
• Having a strong influence on organizational members

Question 5

Factors influencing the strength of culture

Answer 5

• size of the organization
• age
• rate of employee turnover
• strength of the original culture
• clarity of cultural values and beliefs

Question 6

Benefits of a strong culture

Answer 6

• Creates a stronger employee commitment to the organization
• Aids in the recruitment and socialization of new employees
• Fosters higher organizational performance by instilling and promoting employee initiative

Question 7

Sources of organizational culture

Answer 7

• The organizations fonder (vision and mission)
• past practices of the organization
• the behavior of top management

Question 8

Continuation of the organizational culture

Answer 8

• Recruitment of like-minded employees who fit

- socialization of new employees to help them adapt to the culture

Question 9

How employees learn culture

Answer 9

Stories
Rituals
Material symbols
Language

Question 10

Stories

Answer 10

Narratives of significant events or actions of people that convey the spirit of the organization

Question 11

Rituals

Answer 11

Repetitive sequences of activities that express and reinforce the values of the organization

Question 12

Material symbols

Answer 12

Physical assets distinguishing the organization

Question 13

Language

Answer 13

Acronyms and jargon of terms, phrases, and word meanings specific to an organization

Question 14

Creating an ethical culture

Answer 14

• high in risk tolerance
• low to moderate aggressiveness
• focus on means as well as outcomes

Question 15

Creating an innovative culture

Answer 15

• challenge and involvement
• freedom
• trust and openness
• idea time
• playfulness/humor
• conflict resolution
• debates
• risk-taking

Question 16

High performance culture

Answer 16

In Search of Excellence, by Peters and Waterman
—identified 62 high performing companies

Strong cultures vs weak cultures

• –values are clearly understood
• –important elements of the culture are reinforced

Cultures that fit the environment

Hiring employees that are more easily socialized into the organization

Question 17

Spirituality and organizational culture

Answer 17

Workplace spirituality
-the recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community

Question 18

Characteristics of a spiritual organization

Answer 18

• strong sense of purpose
• focus on individual development
• trust and openness
• employee empowerment
• toleration of employees expression

Question 19

Benefits of spirituality

Answer 19

Improved employee productivity
Reduction of employee turnover
Stronger organizational performance
Increased creativity
Increased employee satisfaction
Increased team performance
Increased organizational performance

Question 20

External environment

Answer 20

Those factors and forces outside the organization that affect the organizations performance

Question 21

Specific environment

Answer 21

External forces that have a direct and immediate impact on the organization

Question 22

General environment

Answer 22

Broad economic, sociocultural, political/legal, demographic, technological, and global conditions that may affect the organization

Question 23

The extent to which managers have knowledge of and are able to predict change their organizations external environment is affected by

Answer 23

Complexity of the environment–the number of components in an organizations external environment

Degree of change in environment components–how dynamic or stable the the environment is

Question 24

Stakeholders

Answer 24

Any constituencies in the organization’s environment that are affected by the organization’s decisions and actions

Question 25

Why manage stakeholder relationships?

Answer 25

• it can lead to improved organizational performance

- it’s the right thing to do, given the interdependence of the organization and it’s external stakeholders