Organizational Culture:

Question 1

Organizational Culture:
And the 6 elements/artifacts of organizational culture:

Answer 1

-The values/assumptions shared within an organization.
Provides direction toward the “right way” of doing things.
A company’s DNA is invisible, yet powerful template for employee behavior.
——————-
Artifacts: Observable symbols and signs of culture

1. Physical structures (Building structures shape/reflect culture. Office design.)
2. Language (address, express, describe. Naturally or deliberately)
3. Rituals and ceremonies (Programmed routines, planned activities)
4. Stories and Legends (Desired behavior. Realistic human side, describe real people, assumed to be true, well known)
5. Shared values
6. Shared assumptions

Question 2

7 dimensions of organizational culture:
ISARATO

Answer 2

1. Innovation
2. Stability
3. Attention to detail
4. Respect
5. Aggressiveness
6. Team orientation
7. Outcome orientation

Question 3

Dominant culture
Subculture
Counter Culture

Answer 3

Dominant culture: Values/assumptions shared most consistently and widely

Subcultures: Located throughout the organization
—-Countercultures are subcultures that oppose aspects of the dominant culture

Two functions of countercultures:
Surveillance and critical review
Source of emerging values
——————————————————-

Question 4

Organizational culture strength:
Function of strong culture:
Contingencies of culture:
Organizational out comes:

Answer 4

How widely and deeply employees hold the company’s dominant values and assumptions(Most employees understand/embrace the culture, Institutionalized through artifacts. Long-lasting – possibly originate with founder(s)

Functions of strong culture: Control system, social glue, sense-making
Contingencies: Culture content is aligned with the environment, not cult-level culture, adaptive culture)
Organizational outcomes: performance and well being

Question 5

Bicultural Audit and the three steps:
+ four merging options

Answer 5

Audit is part of the merger’s due diligence.
Minimizes cultural collision by diagnosing companies.
————————————————–
Three steps in bicultural audit:
1.Identify cultural artifacts
2.Analyze data for cultural conflict/compatibility
3.Identify strategies and action plans to bridge cultures
——————————————————-
1. Assimilation: Acquired firm staff embrace acquiring culture
2. Deculturation: Acquiring firm imposes its culture and practices.
3. Integration: Composite culture preserves best of past cultures.
4. Separation: Merged firms keep their own corporate cultures and practices.

Question 6

5 components for strengthening organizational culture:

Answer 6

1- Use attraction, selection, and socialization for cultural fit
2- Support work force stability and communication
3- Introduce culturally consistent rewards/recognition
4-Aling artifacts with desired culture
5-Model wanted culture through action of founders/leaders

Question 7

Attraction-Selection-Attrition Theory
+Organizational Socialization + stages of organizational socialization
+how to improve organizational socialization

Answer 7

Culture strength increases through:
Attraction: Applicants self-select based on compatible values
Selection: Firms select applicants with compatible values
Attrition: Employees with incompatible values quit/removed
——————————–
The process by which individuals learn the values, expected behaviours, and social knowledge necessary to assume their roles in the organization
Learn and then adjust
——————————————————-
1.(Outsider) Pre-employment Socialization
2.(Newcomers) Encounter
3.(Insider) Role Managment
4. Socialization outcomes (motivation, loyalty, satisfaction. Less stress, less turnover)
—————————————————–
Realistic job preview (RJP):
A balance of positive and negative information about the job and work context

Socialization agents:
Supervisors:
Technical information, performance feedback, job duties
Co-workers:
Ideal when accessible, role models, tolerant, and supportive