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Corporation Flashcards

1
Q

An organization’s values, ethics, vision, behaviors, and work environment

A

Corporate Culture

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2
Q

Is what makes each company unique

A

Corporate Culture

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2
Q

MAJOR ISSUES IN ORGANIZATIONAL CULTURE

A

Academic research and education

Organization theory

Management practice

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3
Q

Companies with good corporate culture often have low workplace morale, and lowly engaged, unproductive staff (T or F)

A

False (Companies with good corporate culture often have high workplace morale, and highly engaged, productive staff)

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3
Q

The extent to which the organization values traditional channels of authority

A

Degree of Hierarchy

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3
Q

Values that emphasize achievements and results

A

Outcome orientation

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4
Q

values that insist on fairness, tolerance, and respect for the individual

A

people orientation

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4
Q

values that emphasize and reward collaboration

A

team orientation

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5
Q

values that value precision and approaches situations and problems analytically

A

attention to detail

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5
Q

values that encourages experimentation and risk-taking

A

innovation

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5
Q

values that provide security and follows a predictable course

A

stability

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5
Q

An organization with a low level of hierarchy tends to be more formal and moves more slowly than an organization with a high level of hierarchy (T or F)

A

False (An organization with a high level of hierarchy tends to be more formal and moves more slowly than an organization with a low level of hierarchy)

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6
Q

This defines how quickly the organization wants or needs to drive decision-making and innovation

A

degree of urgency

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6
Q

Any organization can have a mix of subcultures in addition to the dominant culture

A

Organizational subculture

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6
Q

Every organization puts an emphasis on certain functional areas

A

Functional Orientation

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7
Q

Organizations usually have a dominant way of valuing people and tasks

A

People Orientation or Task Orientation

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7
Q

Senior organizational members are always “managing culture” is one of the factors affecting organizational culture (T or F)

A

True

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7
Q

This is significant in understanding organizational life

A

Organizational Culture

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8
Q

Holistic means analytical; logic and reasoning (T or F)

A

False (it should be rational)

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9
Q

Give at least one diverse assumption about cultural phenomena

A

Related to History

Have some depth and difficult to grasp

Collective and shared shared by members of the group and collectively practiced

Primarily ideational in character

Holistic, intersubjective, and emotional

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10
Q

System of common symbols and meanings

A

Culture

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10
Q

People are meaning-seeking creatures
(T or F)

A

True

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11
Q

Object, word, or statement; rich in meaning

A

Symbols

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12
Q

Makes an object relevant

A

Meanings

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13
This aims to develop knowledge of causal relationship
Technical
14
a tool or guiding concept for achieving effectiveness
Offensive or Tool View
14
sees culture as obstacles
Defensive or Trap View
15
Aims to achieve understanding of human existence
Practical-hermeneutic
15
Aims to liberate humans from external and internal forces
Emancipatory Interest
15
Analytical > Empirical > Knowing --
That
16
Critical > Emancipatory > Knowing --
Why
16
Hermeneutic > -- > Knowing How
Historical
16
Simply an ILLUSTRATIVE DEVICE
Traditional Metaphor
16
Crucial element in how people relate to reality
Metaphors
17
Advantages of Metaphors in Social Science
Develop new ideas and guide analysis Relates to communicative capacities of metaphors Draws attention to the partiality of the understanding Critical scrutiny
17
Disadvantages of Metaphors in Social Science
Risk of using BAD ones Catchiness problem Risk of a supermarket attitude to metaphors
17
Culture as a critical variable has expressive, ideational, and symbolic aspects (T or F)
False (it should be culture as a ROOT METAPHOR)
18
Culture as a root metaphor affects the behaviors of managers and employees (T or F)
False (it should be culture as a CRITICAL VARIABLE)
18
3 Basic Functions of Organization Culture
It provides a sense of identity It enhances commitment to the organization’s mission It clarifies and reinforces standards of behavior
19
Culture is used through socializing employees
Culture as exchange regulator
19
Direction-pointing capacity of the shared value system that sees the core of organizational culture
Culture as a compass
19
Discourage short-term opportunistic behavior
Culture as exchange regulator
20
Provides guides for organizational goals, policies, and strategies
Culture as a compass
20
Modes of Conduct for operations
Functional Values
21
Status, superiority, and importance of organization
Elitist Values
22
Anchored in history and are persistent
Traditional
22
proper values and organizational effectiveness; long-lasting, reliable, relevant, and capable of keeping people
Functional-Traditional
22
less stable
Leader-Induced
23
Fosters a shared purpose and identity
Culture as Social glue
23
consensus and harmony are "NATURAL"
Pragmatic
24
Most common view of culture
Culture as Social glue
24
treats corporate culture as strategy
Control Aspect
24
Refers to “Value commitments that control strategies”
Culture as Sacred Cow
25
seen as "emotional arenas"
Culture as Affect Regulator
25
Organizational values seen as idealization of collective experience
Culture as Sacred Cow
26
used as a vehicle for the control of subordinates
Culture as Mental Prison
26
Mental prison metaphor is related to archetypes than power (T or F)
False (it should be power than archetypes)
26
Characteristics of the management in the organization that would impact the culture
Organization culture and performance
27
company’s mission, objectives, expectations and values that guide the employees
Organization culture
28
2 Major Problems on Current View of Organizational Culture
Organizational culture are simply disregarded and Simplifications and the promise of quick fixes
29
Biases are manifested through premature distinction between the good and bad value and ideas (T or F)
True
29
There is a tendency for culture or cultural aspects to be treated as unimportant, superficial or insignificant (T or F)
True
30
Biases are observed when people make hasty judgments (T or F)
True
30
situation or context in which values that prioritize practicality, utility, called the greater influence compared to other values (ethical, moral, intrinsic) values
Instrumental values
31
The Ideal Culture Is characterized by: clear assumption of equality and clear sense of collective competence (T or F)
True
31
Practical competencies include ethics
False (ethics is an example of competencies)
32
Tell people how to behave
norms
32
another dominant instrumental value that greatly affect the potential of organizational culture in a negative manner is the confusion of organizational culture with firm’s management ideolog
Managerialization of Culture
32
Approaches to the Culture-Performance Relationship (3)
Cultural Engineering Management as Symbolic Action Organizational Culture as a constraint on Management rationality
33
subsystem which includes norms, values, beliefs, and behavioral styles of employees
Organizational design
33
captures the position of organizational design which is sometimes called the “corporate culture school”
“cultural engineering”
34
Reality-defining powers of management action is the first approach which links organizational culture with performance (T or F)
False (it is the 2nd approach not first)
34
Substantive outcomes include attitudes, sentiments, values, and perceptions (T or F)
False (it should be symbolic outcomes)
35
External or Environment Control includes actions and activities leading to tangible, measurable results, and having physical referents (T or F)
False (it should be substantive outcomes)
36
Constraints beyond managerial control does not determine substantive outcomes (T or F)
False (it determines substantive outcomes)
36
process of promoting products or services to customers and how it’s closely tied to understanding customer needs and preferences
Marketing
37
highlighting the role in setting long-term goals and guiding decision-making
strategy
37
places a strong emphasis on understanding and meeting customer needs.
Customer-Centric Culture
37
organizational culture defines the core values, beliefs, and behaviors that guide how employees work together.
Alignment of Values and Goals
37
This culture naturally supports marketing efforts because it encourages a deep understanding of customer preferences
Customer-Centric Culture
38
A strong alignment of Values and Goals with the company’s strategic goals ensures that everyone is moving in the same direction (T or F)
True
38
a culture that fosters a dynamic environment where marketing strategies can evolve rapidly to respond to changing market conditions.
Innovation and Adaptability
38
In innovation and adaptability, a company with a flexible culture is better equipped to adjust its marketing tactics in response to new trends, technologies, or competitive pressures (T or F)
True
38
Brand consistency enables the sharing of valuable insights, market research findings, and customer feedback, all of which are essential for developing and executing successful marketing strategies (T or F)
False (should be communication and collaboration)
39
This culture promotes effective communication among different departments, including marketing and strategy teams.
Communication and Collaboration
39
This culture helps marketing teams maintain a unified brand identity in all customer-facing materials, reinforcing brand trust and recognition
Brand Consistency
39
Engaged employees are more likely to embody the company’s values and advocate for the brand (T or F)
True
39
Culture influences how strategic decisions are made within a company.
Strategic Decision Making
39
A culture that values sustainability and social responsibility can guide marketing strategies toward promoting eco-friendly products or community engagement initiative
Long-Term Vision
39
The connection between organizational culture, strategy, and marketing is fundamental to a company’s success. (T or F)
True
39
There is no connection between the organizational culture, strategy, and marketing (T or F)
False (The connection between organizational culture, strategy, and marketing is fundamental to a company’s success.)

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