Module 4

Question 1

Organizational culture

Answer 1

The shared values, beliefs, and norms of an organization that affect the strategies and operating procedures of the business

Question 2

competing values framework model (CVF)

Answer 2

Framework for assessing organizational culture and organizational dynamics

Question 3

Cultural diversity

Answer 3

The existence of a variety of cultural or ethnic groups within a workplace

Question 4

4 culture archetypes

Answer 4

Clan, hierarchy, market, adhocracy

Question 5

Two CVF axis

Answer 5

Internal/external focus and flexibility/stability and control

Question 6

Clan

Answer 6

It tends to be more family oriented and flexible and less structured and has a more extensive hierarchy (e.g., small start-up business).

Question 7

Hierarchy

Answer 7

It tends to be internally focused on internal processes and procedures and less flexible (e.g., government agencies).

Question 8

Market

Answer 8

It tends to be externally focused on competition and profits and less flexible (e.g., security companies). Conference sales

Question 9

Adhocracy

Answer 9

It tends to be more flexible and responsive to external forces and is characterized as a dynamic, entrepreneurial, and creative workplace (e.g., technology businesses). Tesla

Question 10

Organizational structure

Answer 10

A system used to define a hierarchy within an organization

Question 11

Mechanistic

Answer 11

Hierarchical, bureaucratic, organizational structure characterized by (1) centralization of authority, (2) formalization of procedures and practices, and (3) specialization of functions

Question 12

Organic

Answer 12

Organizational structure characterized by (1) flatness: communications and interactions are horizontal, (2) low specialization: knowledge resides wherever it is most useful, and (3) decentralization: great deal of formal and informal participation in decision-making

Question 13

The McKinsey 7-S model defines the seven shared values of organizational culture.

Answer 13

Structure, system, style, staff, skills, strategy, shared values

Question 14

three interrelated dynamic processes that causes employees to to join and leave organizations

Answer 14

attraction, selection, and attrition

Question 15

Attraction-selection-attrition (ASA)

Answer 15

theory that outlines how employees join and leave organizations based on three interrelated dynamic processes: attraction, selection, and attrition.

Question 16

Attraction

Answer 16

Individuals are attracted to organizations that are like themselves in terms of personality and values. If employees join organizations out of attraction to their cultures, they are more likely to perform well. An employee who values competition may prefer to work for an organization in which individual and interdepartmental competition is the norm. Those who value interpersonal relationships may prefer to work in a team-oriented culture

Question 17

Selection

Answer 17

Organizations are more likely to select those who possess skills and values similar to the ones their existing members possess. Just as employees look for companies where they can fit in, companies are always on a quest to find employees who will fit into their current corporate culture. Many companies are hiring people that fit with their culture as opposed to fitting with a certain job.

Question 18

Attrition

Answer 18

Over time, those who do not fit in well are more likely to leave. Research indicates that person-organization misfit is one of the important reasons for employee turnover.

Question 19

Person-organization fit

Answer 19

The degree to which a person’s values, personality, goals, and other characteristics match those of the organization

Question 20

Person-job fit

Answer 20

The degree to which a person’s skill, knowledge, abilities, and other characteristics match the job demands

Question 21

Personality

Answer 21

The relatively stable feelings, thoughts, and behavioral patterns a person has

Question 22

Big 5 Personality Traits

Answer 22

Openness, conscientiousness, extroversion, agreeableness, neuroticism

Question 23

Openness

Answer 23

inventive/curious vs. consistent/cautious. People who have a high level of openness are curious, original, creative, and open to new ideas. Adhocracy quad

Question 24

Conscientiousness

Answer 24

efficient/organized vs. easy-going/careless. People who are conscientious are organized, punctual, and dependable. Hierarchy quad

Question 25

Extraversion

Answer 25

outgoing/energetic vs. solitary/reserved. This refers to people who are outgoing, talkative, and sociable. Market

Question 26

Agreeableness

Answer 26

friendly/compassionate vs. cold/unkind. Those with a high level of agreeableness are tolerant, sensitive, trusting, and kind. Clan culture quad

Question 27

Neuroticism

Answer 27

sensitive/nervous vs. secure/confident. People with neuroticism are anxious, irritable, and moody.

Question 28

Cultural alignment

Answer 28

Linking of organizational goals with the employees’ personal goals