OTD Chapter 7

Question 1

Two kinds of values

Answer 1

Terminal values

Instrumental values

Question 2

Instrumental values

Answer 2

A desired mode of behaviour.

E.g., being helpful, working hard).

Question 3

Terminal values

Answer 3

A desired end state or outcome that people seek to achieve.

E.g., high quality, excellence.

Question 4

Organizational members learn crucial values from

Answer 4

1. Socialization (tactics)

2. Stories, ceremonies, and organizational language

Question 5

Role orientation

Answer 5

The way in which newcomers respond to a situation.

The way in which individuals define their work role.

Question 6

Institutionalized role orientation (meaning)

Answer 6

When individuals are taught to respond to a new context in the same way the existing organizational members respond to it.

Question 7

Individualized role orientation (meaning)

Answer 7

When individuals are allowed and encouraged to be creative and to experiment with changing norms and values so an organization can better achieve its values.

Question 8

Institutionalized role orientation (tactics)

Answer 8

• Collective: provide newcomers with a common learning experience designed to produce a standardised response to a situation.
• Formal: segregate newcomers from existing organizational members during the learning process.
• Sequential: provide newcomers with explicit information about the sequence in which they will perform new activities.
• Fixed: give newcomers precise knowledge of the timetable associated with completing each stage in the learning process.
• Serial: Existing organizational members acts as role models and mentors for newcomers.
• Divestiture: newcomers receive negative social support and existing organizational members withhold support until newcomers learn the ropes and conform to established norms.

Question 9

Individualized role orientation (tactics)

Answer 9

• Individual: each newcomer’s learning experiences are unique.
• Informal: newcomers learn on the job, as members of a team.
• Random: training is based on the interests and needs of individual newcomers. There is no set of sequence to the progress.
• Variable: provide no information about when newcomers will reach a certain stage in the learning process.
• Disjunctive: require newcomers to figure out and develop their own way of behaving.
• Investiture: newcomers immediately receive positive social support from other organizational members and are encouraged to be themselves.

Question 10

Rite of passage

Answer 10

Marks an individual’s entry, promotion in, and departure from a company.

Question 11

Rite of integration

Answer 11

Temporary sense of closeness.

Shared announcements of organizational success, office parties, and company cookouts build and reinforce common bonds between organizational members.

Question 12

Rite of enhancement

Answer 12

Ceremonials given to members of an organization who perform exceptionally well.

Such as award dinners, newspaper releases, and employee promotion publicly recognise and reward employees’ contributions.

Question 13

Where does an organisational culture come from?

Answer 13

• The personal/professional characteristics
• Organizational ethics
• Property rights: given to employees.
• Structure: of an organization (mechanic/organic).

Question 14

Social responsibility

Answer 14

Refers to a manager’s duty or obligation to make decisions that nurture, protect, enhance, and promote the welfare and well-being of stakeholders and society as a whole.

Question 15

Approaches to social responsibility (from low to high)

Answer 15

Obstructionist
Defensive
Accommodative
Proactive

Question 16

Obstructionist approach

Answer 16

Them managers behave unethically and illegally, and do all they can to prevent knowledge of their behaviour from reaching other organizational stakeholders and society at large.

Question 17

Defensive approach

Answer 17

Defensive managers stay within the law and abide strictly within legal requirements, but they make no attempt to exercise social responsibility beyond what the law dictates.

Question 18

Accommodative approach

Answer 18

Accommodative managers agree that organizational members ought to behave ethically and legally, and they try to balance the interests of different stakeholders against one another.

Question 19

Proactive approach

Answer 19

Managers who actively embrace the need to behave in a socially responsible way. They are willing to not only promote the interests of stockholders, but of all other stakeholders as well.

Question 20

Whistle blower

Answer 20

A person who reports illegal or unethical behaviour and takes a stand against unscrupulous managers or other stakeholders who are pursuing their own ends.