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prelims > Corporation > Flashcards

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
Q

This aims to develop knowledge of causal relationship

A

Technical

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14
Q

a tool or guiding concept for achieving effectiveness

A

Offensive or Tool View

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14
Q

sees culture as obstacles

A

Defensive or Trap View

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15
Q

Aims to achieve understanding of human existence

A

Practical-hermeneutic

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15
Q

Aims to liberate humans from external and internal forces

A

Emancipatory Interest

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15
Q

Analytical > Empirical > Knowing –

A

That

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16
Q

Critical > Emancipatory > Knowing –

A

Why

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16
Q

Hermeneutic > – > Knowing How

A

Historical

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16
Q

Simply an ILLUSTRATIVE DEVICE

A

Traditional Metaphor

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16
Q

Crucial element in how people relate to reality

A

Metaphors

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17
Q

Advantages of Metaphors in Social Science

A

Develop new ideas and guide analysis

Relates to communicative capacities of metaphors

Draws attention to the partiality of the understanding

Critical scrutiny

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17
Q

Disadvantages of Metaphors in Social Science

A

Risk of using BAD ones

Catchiness problem

Risk of a supermarket attitude to metaphors

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17
Q

Culture as a critical variable has expressive, ideational, and symbolic aspects (T or F)

A

False (it should be culture as a ROOT METAPHOR)

18
Q

Culture as a root metaphor affects the behaviors of managers and employees (T or F)

A

False (it should be culture as a CRITICAL VARIABLE)

18
Q

3 Basic Functions of Organization Culture

A

It provides a sense of identity

It enhances commitment to the organization’s mission

It clarifies and reinforces standards of behavior

19
Q

Culture is used through socializing employees

A

Culture as exchange regulator

19
Q

Direction-pointing capacity of the shared value system that sees the core of organizational culture

A

Culture as a compass

19
Q

Discourage short-term opportunistic behavior

A

Culture as exchange regulator

20
Q

Provides guides for organizational goals, policies, and strategies

A

Culture as a compass

20
Q

Modes of Conduct for operations

A

Functional Values

21
Q

Status, superiority, and importance of organization

A

Elitist Values

22
Q

Anchored in history and are persistent

A

Traditional

22
Q

proper values and organizational effectiveness; long-lasting, reliable, relevant, and capable of keeping people

A

Functional-Traditional

22
Q

less stable

A

Leader-Induced

23
Q

Fosters a shared purpose and identity

A

Culture as Social glue

23
Q

consensus and harmony are “NATURAL”

A

Pragmatic

24
Q

Most common view of culture

A

Culture as Social glue

24
Q

treats corporate culture as strategy

A

Control Aspect

24
Q

Refers to “Value commitments that control strategies”

A

Culture as Sacred Cow

25
Q

seen as “emotional arenas”

A

Culture as Affect Regulator

25
Q

Organizational values seen as idealization of collective experience

A

Culture as Sacred Cow

26
Q

used as a vehicle for the control of subordinates

A

Culture as Mental Prison

26
Q

Mental prison metaphor is related to archetypes than power (T or F)

A

False (it should be power than archetypes)

26
Q

Characteristics of the management in the organization that would impact the culture

A

Organization culture and performance

27
Q

company’s mission, objectives, expectations and values that guide the employees

A

Organization culture

28
Q

2 Major Problems on Current View of Organizational Culture

A

Organizational culture are simply disregarded and Simplifications and the promise of quick fixes

29
Q

Biases are manifested through premature distinction between the good and bad value and ideas (T or F)

A

True

29
Q

There is a tendency for culture or cultural aspects to be treated as unimportant, superficial or insignificant (T or F)

A

True

30
Q

Biases are observed when people make hasty judgments (T or F)

A

True

30
Q

situation or context in which values that prioritize practicality, utility, called the greater influence compared to other values (ethical, moral, intrinsic) values

A

Instrumental values

31
Q

The Ideal Culture Is characterized by:
clear assumption of equality and clear sense of collective competence (T or F)

A

True

31
Q

Practical competencies include ethics

A

False (ethics is an example of competencies)

32
Q

Tell people how to behave

A

norms

32
Q

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

A

Managerialization of Culture

32
Q

Approaches to the Culture-Performance Relationship (3)

A

Cultural Engineering

Management as Symbolic Action

Organizational Culture as a constraint on Management rationality

33
Q

subsystem which includes norms, values, beliefs, and behavioral styles of employees

A

Organizational design

33
Q

captures the position of organizational design which is sometimes called the “corporate culture school”

A

“cultural engineering”

34
Q

Reality-defining powers of management action is the first approach which links organizational culture with performance (T or F)

A

False (it is the 2nd approach not first)

34
Q

Substantive outcomes include attitudes, sentiments, values, and perceptions (T or F)

A

False (it should be symbolic outcomes)

35
Q

External or Environment Control includes actions and activities leading to tangible, measurable results, and having physical referents (T or F)

A

False (it should be substantive outcomes)

36
Q

Constraints beyond managerial control does not determine substantive outcomes (T or F)

A

False (it determines substantive outcomes)

36
Q

process of promoting products or services to customers and how it’s closely tied to understanding customer needs and preferences

A

Marketing

37
Q

highlighting the role in setting long-term goals and guiding decision-making

A

strategy

37
Q

places a strong emphasis on understanding and meeting customer needs.

A

Customer-Centric Culture

37
Q

organizational culture defines the core values, beliefs, and behaviors that guide how employees work together.

A

Alignment of Values and Goals

37
Q

This culture naturally supports marketing efforts because it encourages a deep understanding of customer preferences

A

Customer-Centric Culture

38
Q

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)

A

True

38
Q

a culture that fosters a dynamic environment where marketing strategies can evolve rapidly to respond to changing market conditions.

A

Innovation and Adaptability

38
Q

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)

A

True

38
Q

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)

A

False (should be communication and collaboration)

39
Q

This culture promotes effective communication among different departments, including marketing and strategy teams.

A

Communication and Collaboration

39
Q

This culture helps marketing teams maintain a unified brand identity in all customer-facing materials, reinforcing brand trust and recognition

A

Brand Consistency

39
Q

Engaged employees are more likely to embody the company’s values and advocate for the brand (T or F)

A

True

39
Q

Culture influences how strategic decisions are made within a company.

A

Strategic Decision Making

39
Q

A culture that values sustainability and social responsibility can guide marketing strategies toward promoting eco-friendly products or community engagement initiative

A

Long-Term Vision

39
Q

The connection between organizational culture, strategy, and marketing is fundamental to a company’s success. (T or F)

A

True

39
Q

There is no connection between the organizational culture, strategy, and marketing (T or F)

A

False (The connection between organizational culture, strategy, and marketing is fundamental to a company’s success.)

prelims (4 decks)

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