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HROD EXAM > Organizational culture and change > Flashcards

Organizational culture and change Flashcards

1
Q

Refers to a system of shared meaning (shared values, beliefs, and assumptions) held by members that distinguishes the organization from other organizations

A

Organizational culture

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2
Q

Culture is…

A

Shared

Learned and Enduring

A Powerful Influence on Behaviour

Systematic and Organized

Largely Invisible

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3
Q

Levels of culture

A

Artifacts

Beliefs

Values

Assumptions

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4
Q

Visible aspect of culture

A

Artifacts

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5
Q

Aspects of artifacts

A

Stories
Rituals
Material Symbols
Language

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6
Q

Characteristics of organizational culture (7)

A 
Innovation and risk-taking
Attention to detail
Outcome Orientation
People Orientation
Team Orientation
Aggressiveness
Stability
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7
Q

Expresses the core values that are shared by a majority of the organization’s members.

A

Dominant culture

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8
Q

Tend to develop in large organizations to reflect common problems, situations, or experiences that members face.

A

Subcultures

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9
Q

Three aspects of sustaining culture

A

Top Management
Selection
Socialization

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10
Q

Socialization model stages

A

Pre-arrival
Encounter
Metamorphosis

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11
Q

Outcomes of socialization

A

Productivity
Commitment
Turnover

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12
Q

Liabilities of Organizational culture

A

Barrier to change
Barrier to diversity
Barrier to mergers and acquisitions

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13
Q

Strategies for merging culture

A

Assimilation
Separation
Integration

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14
Q

Key step before a merger

A

Bicultural audit

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15
Q

Forces for change

A 
Nature of the workforce
Technology
Economic shocks
Competition
Social trends
World Politics
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16
Q

Organizational targets for change (8)

A

Purpose

Technology

Structure

Tasks

People

Culture

Strategy

Objective

17
Q

People who act as catalysts and assume the responsibility for managing change activities.

A

Change Agents

18
Q

Lewin’s three step model

A

Unfreezing
Moving
Refreezing

19
Q

How can unfreezing culture happen?

A
  1. Driving forces increased
  2. Restraining forces (forces of stability) decreased
  3. Combination
20
Q

Kotter’s top down approach stages (8)

A
  1. Increase urgency
  2. Build guiding team
  3. Get the vision right
  4. Communicate for buy-in
  5. Empower action
  6. Create short-term wins
  7. Don’t let up
  8. Make change stick
21
Q

A change process based on the systematic collection of data and then selection of a change action based on what the analyzed data indicate.

A

Action Research

22
Q

Process of action research

A 
Diagnosis 
Analysis
Feedback
Action
Evaluation
23
Q

An approach to change that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance.

A

Appreciative Inquiry

24
Q

Steps of appreciative inquiry (4 d’s)

A

Discovery- finding best of what is

Dreaming- visualizing what might be

Design- designing what should be

Destiny- implementing what will be

25
Q

Why people resist change

A
  1. Direct costs
  2. Saving face
  3. Fear of unknown
  4. Breaking routines
  5. Incongruent organizational systems (reinforce status quo)
  6. Incongruent team dynamics
26
Q

Six major sources of resistance

A

Structure inertia

Limited focus of change

Group inertia

Threat to expertise

Threat to established power relationships

Threat to established resource allocations

27
Q

Overcoming resistance to change (8)

A

Education and communication

Participation and involvement

Building support and commitment

Developing positive relationships

Implementing changes fairly

Manipulation and co-optation

Selecting people who accept change

Explicit and implicit coercion

28
Q

Organizations can embrace change by transforming their cultures through two approaches

A

Simulating innovation

Creating a learning organization

29
Q

Sources of innovation

A

Structural variables
Cultures
Human resource

30
Q

An organization that has developed the continuous capacity to adapt and change

A

Learning organization

31
Q

Errors are corrected using past routines and present policies

A

Single-loop learning

32
Q

Errors are corrected by modifying the organization’s objectives, policies and standard routines

A

Double-loop learning

33
Q

3 problems of traditional organizations

A
  1. Fragmentation
  2. Competition
  3. Reactiveness

HROD EXAM (6 decks)

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