Organizational Culture

Question 1

organizational culture

Answer 1

system of shared assumptions, values, and beliefs indicating what is appropriate behavior
- culture has a strong influence on behavior

Question 2

strength of culture

Answer 2

is measured by consensus
- how much agreement is there on what is right (acceptable) or wrong (unacceptable)

Question 3

Organizational Culture asset

Answer 3

culture is an asset
- generally more effective way of managing employee behavior than rules or regulations
- culture can bring employees together and a sense of identity

Question 4

culture as a liability

Answer 4

• the wrong culture can make it difficult for organizations to respond to changes in the environment
• employees can rebel against culture

Question 5

Rebel (liability)

Answer 5

• employees who do not agree with the culture may rebel against the culture

Question 6

subculture

Answer 6

a set of values unique to a limited cross- section of an organization

Question 7

counterculture

Answer 7

shared values that are in direct opposition to values of broader organizational culture

Question 8

culture iceberg

Answer 8

tip - artifacts/ behavior
middle - values/ beliefs
bottom - basic assumptions

Question 9

artifact

Answer 9

the visible and tangible elements of organizational culture
ex: physical layout of co. employee dress code, decorations and signage

Question 10

artifact, values, assumptions

Answer 10

outer target - artifacts
middle target - values
center - assumptions

Question 11

Values

Answer 11

shared principles, standards, and goals
ex: our mission is to prepare principled leaders to have a positive influence on business and society

Question 12

Assumptions

Answer 12

taken for granted beliefs about human nature and reality
- ex: students are self-motivated and want to learn

Question 13

founder’s value

Answer 13

• culture is inevitably tied to the personality or values of its founders
• founder establishes the vision for the co. in initial stages (goals, policies, structure)
  -ex: Ben and Jerry’s 2 hippie high school friends. core values of social activism despite acquisition

Question 14

Industry Demands

Answer 14

• Industry demands act as a force to create similarities among organizational cultures
• not always possible to imitate the culture of a co. in a different industry
• ex: business school. similar org. cultures across universities in the US

Question 15

Attraction-Selection-Attrition

Answer 15

culture acts as a self defending organism

Question 16

Attraction ASA

Answer 16

people self-select into and apply to organizations they think will fit

Question 17

Selection ASA

Answer 17

• attraction is not enough because candidates who are misfits might still apply
• organizations screen candidates and look for those who will fit culture.

Question 18

Attrition ASA

Answer 18

• selection also imperfect because there will still be employees who do not fit
• organizations eventually eliminate candidates who do not share company’s value

Question 19

Onboarding

Answer 19

process through which employees learn the attitudes, knowledge, skills, and behaviors to be an effective member

Question 20

organizations - onboarding

Answer 20

• Assign formal orientation program
• Assign mentors

Question 21

employees - onboarding

Answer 21

• seek feedback
• build relationships

Question 22

Reward System

Answer 22

• choice of reward system impacts the culture

Question 23

potential criteria - reward system

Answer 23

• does company reward behavior or results
• are rewards based on performance or seniority
• what types of behaviors get rewarded or ignored
  rating system: absolute or relative

Question 24

Disney

Answer 24

Artifacts
▪ Happy, engaged employees
* Values
▪ Entertainment, inspiration, optimism
* Assumptions
▪ “Everyone is a child at heart”

Question 25

culture and leadership

Answer 25

• ultimately leaders shapte the culture by their day-to-day actions and reactions to behaviors

Question 26

messeging

Answer 26

what priorities of leaders? Stories? do leaders set a good example?

Question 27

Responsiveness

Answer 27

• Do leaders show concern about culture? are they open to feedback?

Question 28

Control (stable)

Answer 28

• co. that emphasize predictable, rule-oriented, and bureaucratic adherence to rules and regulations
  ex: GM, IBM

Question 29

Performance (Aggressive)

Answer 29

• co. that emphasize outperforming competitors through competitive actions
  ex. wells Fargo

Question 30

Relationship (people Oriented)

Answer 30

• co. that emphasize fairness, supportiveness, and respecting individual rights
  ex: costco

Question 31

Responsive (innovative)

Answer 31

• Co. that are flexible, adaptable, and willing to experiment with new ideas
• ex. X, Meta

Question 32

infer values

Answer 32

• People typically infer values and assumptions through observing artifacts or behavior
  ▪ What you assume might not be the case until you have spent time in organization

Question 33

ASA Framework

Answer 33

once a culture is established, it is often sticky and resistant to change