Organisatinal Culture

Question 1

Mullins definition OC

Answer 1

Decision making, group behaviour, Motivation, job satisfaction and management control.
Mullins (2016)

Question 2

Su, yang and yang (2012)

Answer 2

OC has significant impacts on many aspects of the organisation.

Question 3

Ogbonna and Harris (2002)

Answer 3

OC is linked to business performance.

Question 4

Cultural identity

Answer 4

Facilitates performance through

• clear aims and objectives.
• by establishing expectations for levels of quality, output and performance.
• by providing social cohesion.
• establishes an organisation’s identity
• establishes how employees relate to stakeholders and customers.

Question 5

Atkinson (1990)

Answer 5

Reflects underlying assumptions about how work is performed.
Acceptable vs unacceptable behaviour.

Question 6

Havely (1993)

Answer 6

Collection of traditional values, policies, beliefs and attitudes that constitute an overarching context for the organisation.

Question 7

Cartwright (1999)

Answer 7

System of management authority

Question 8

Cultural values increase the power of authority and management by

Answer 8

• Identifying themselves with their organisation and accepting its rules.
• internalise the organisational values when they believe they are right.
• internalise organisational values when they believe they are right.
• motivates to achieve the organisation’s objectives.

Question 9

Wagner and Hollenbeck definition of OC

Answer 9

Values, beliefs and expectations that members come to share.
Wagner and Hollenbeck (2015)

Question 10

Martins and Terblanche OC def

Answer 10

Deeply seated values and beliefs shared by personnel in an organisation.
Martins and Terblanche (2003)

Question 11

Cartwright (1999)

When culture is accepted by employees…

Answer 11

• It enhances power and authority of management.
• They identify more effectively with the org and its rules.
• Internalise organisational values which impact on how they deliver work.
• Become motivated to do their work for the good of others.

Question 12

Levels of OC (Schein 2004)

Answer 12

Artefacts: visible factors- language, dress, facilities.
Exposed values- beliefs, values.
Basic underlying assumptions- beliefs so deeply held they are subconscious assumptions.

Question 13

Hatch (1993)

Answer 13

Values
Artefacts
Symbols
Assumptions

Realisation
Symbolisation
Interpretation
Manifestation

Question 14

Factors influencing culture

Answer 14

History Org
Purpose of org
Processes 
Location 
Goals and objectives 
Social and community 
Size 
People

Question 15

Developmental culture- relationship based, external focus e.g. festival

Answer 15

Creative 
Adaptive 
Leader- risk taker and innovator 
Bonded by entrepreneurship 
Emphasis on innovation

Question 16

Rational culture- mechanistic, external process

Answer 16

Competitive 
Acquisitive 
Leader- goal orientated
Bonded by competition 
Emphasis on winning

Question 17

Hierarchical Structure- internal focus, mechanistic. E.g. army

Answer 17

Ordered 
Uniform 
Leader- administrator
Bonded by rules and policies 
Predictable

Question 18

Clan culture- relationship based, internal. E.g. corporate

Answer 18

Cohesive 
Participative
Leader- mentor
Bonded by loyalty 
Tradition 
Emphasis on morale

Question 19

Role cultures

Answer 19

Highly formalised
Bound with regulations
Paperwork
Authority and hierarchy dominate relations

Question 20

Task cultures

Answer 20

Opposite of role
Preserve strong sense of basic mission of org.
Team work is basis on which jobs are designed

Question 21

Power structures

Answer 21

Single power source
May be individual or corporate group
Control of rewards is a major source of power

Question 22

Person cultures

Answer 22

Individual is focal point
Org exists only to serve and assist individualism within it and go further their own interests.
Hardy (1999)

Question 23

Sathe (1983)

Answer 23

Set of important understandings that employees share in common.

Question 24

Schein def of oc

Answer 24

Deeper level of org that operates unconsciously and define, in a basic taken for granted fashion, an organisations view of itself and its environment.

Question 25

Olsen et all (1998) def oc

Answer 25

The degree of centralisation, formalisation, complexity and flexibility in any firm.

Question 26

Ott (1989)

Answer 26

Stories distill an essence of an organisations past, legitimise types of behaviour and are devices for telling people what is important in the organisation.

Question 27

Wilkins (1983)

Answer 27

Stories generate belief, encourage attitudinal, comment by appealing to legitimate values.