Theme 2

Question 1

What is organizational culture ?

Answer 1

culture is the tacit order of an organization.
It is socially shared unspoken patterns of behavior, norms and values in an organization.

Question 2

Give 5 points of organizational culture

Answer 2

Shapes attitudes and behaviors
Culture norms define what is encouraged and discouraged, accepted or rejected in a group.
When it is aligned with personal values, drives, needs, culture can unleash energy toward a shared purpose and foster an organizations ability to thrive.
Culture can drive response to changing opportunities
Culture blends the intentions of top leaders.

Question 3

What care part of the primary levers at the top leaders disposal in their quest to maintain organizational viability and effectiveness?

Answer 3

Strategy: Successful firms capitalize on the power that resides in developing and managing a unique organizational culture
Culture and leadership are inextricably linked.

Question 4

Give the four attributes of organizational culture

Answer 4

Shared : Group phenomenon.
Pervasive : Permeates multiple levels
Enduring: Directs thoughts of group over long term: fit in or fuck of
Implicit: Responds to it instinctively

Question 5

Why do we need to manage organization culture?

Answer 5

Influences success of organization in terms of recruitment, talent retention and employee engagement
Culture should provide alignment to the vision, purpose and goals of the organization
Improved organization culture improves organizational value

Question 6

Give the 6 levels to organizational culture?

Answer 6

Global culture
Gender based culture
Sub-groups
OCcupational culture
Regional culture
Industry culture

Question 7

Market quality strategies 5:

Answer 7

Striving for goals and market success are the drivers for organizational effectiveness, focus on results
Measuring customer preferences
Improving productivity
Creating external partnerships
Enhancing competitiveness
Involving customers and suppliers.

Question 8

Hierarchical stratgies 5:

Answer 8

formalized structured and process increase efficiency and consistency
Error detection
Measurement
Process control
Systematic problem solving
Quality tools

Question 9

Clan strategies 5:

Answer 9

satisfied employees produce effectiveness
Empowerment
Team building
Employee involvement
Human resource development
Open communication

Question 10

Adhocracy quality strategies

Answer 10

innovation and new ideas lead to effectiveness.
Surprise and delight
creating new standards
Anticipating needs
Continuous improvement
Finding creative solutions

Question 11

Learning organizational culture

Answer 11

corporate framework in which employees are not only allowed to continue expanding their knowledge and skills but are encouraged to do so.

Question 12

What is the need for organizational learning

Answer 12

Learning is the currency of survival
basic obstacle to success is a reluctance to learn.
Cultivate an atmosphere of open communication and evaluation.
Improves your bottom line

Question 13

What is the meaning of learning?

Answer 13

New ideas: In order to learn, you need new ideas
* Skills: Learning organizations are unusually skilled in problem solving, experimenting and creating, acquiring and using knowledge
* Distinct: Learning organization are distinct from companies with data gathering resources, they actually know how to processes and apply data.

Question 14

What are the learning disabilities in organizational learning?
Adaptive learning vs Generative elarning

Answer 14

Adaptive learning usually fairly straightforward: Identify a problem or a gap
between where we are and where we want to be, then set about to solve the
problem and close the gap. But must be joined by generative learning = enhances our capacity to
create
* Generative learning, on the other hand, comes into play when we discover
that the identification of the problem or gap itself is contingent on learning
new ways of perceiving and thinking about our problems (i.e., rethinking
cultural assumptions and norms).

Question 15

Systems thinking

Answer 15

Redefine the relationship between
the individual and the organization
* View the company as a fluid system
rather than a collection of isolated
components
* Circle of influence rather than
straight lines
* Seeing patterns of change, rather
than static snapshots
Embodies two complimentary philosophies:
self-awareness and the desire to see current
reality more clearly.

Question 16

Mental models

Answer 16

Explanation of someone’s thought
processes about how something works in
the real world.
* Shape the way people and organisations
act.
* Can help shape behavior
* Set an approach to solving problems
* Mental models cannot be discounted but
they can be managed

Question 17

Shared vision

Answer 17

Vision often one person’s imposition
on another…but a shared vision
attracts the commitment of all
participants
* Should have sufficient broad appeal to
enlist support of all employees
* Vision should be consistent with
values people live by

Question 18

Team learning

Answer 18

Aligning and developing the
capacity of a team to create the
results it members desire
building on the shared vision
* Mastering the practices of
dialogue and discussion
* Create group comprehension
that goes beyond understanding
of an individual member

Question 19

Systems thinking
Mental models
Shared vision
Personal mastery
Team learning

Answer 19

“Systems thinking is a discipline for seeing wholes. It is a
framework for seeing interrelationships rather than things,
for seeing patterns of change rather than static ‘snapshots’.
* Human perception conforms to ‘mental models’ that govern
the way we think the world works. Mental models can be
simple generalisations such as ‘people are untrustworthy’, or
complex theories, such as why do members of my family
interact as they do. They shape the way people, and
organisations, act.
* A true shared vision attracts the commitment of all
participants. A successful corporate vision will include a
coherent picture of the future of the organisation, a clear
reason for wanting to reach this goal, and the core values
needed to achieve it.
* ‘Personal mastery’ embodies two complementary
philosophies: self awareness (the clarification of personal
goals and principles) and the desire to see current reality
more clearly.
* Team learning is the process of aligning and developing the
capacity of a team to create the results its members desire,
building on their shared vision. The discipline of team
learning involves mastering the practices of dialogue and
discussion, the purpose of which is to create a level of group
comprehension that goes beyond the understanding of any
individual member.

Question 20

What are the 5 main activities in learning organisations

Answer 20

Systematic problem solving approaches that
embraces learning
* Experimentation with new approaches moving
away from assumptions in support of facts
* Learning from past experiences: “Those who
cannot remember the past are condemned to
repeat it” – George Santayana
* Learning from best practices of others – buying
an organization/benchmarking/After Action
Reviews/Understand your own processes and
problems
* Transferring knowledge – participation gives
the best results, creating opportunities to
spread knowledge = design organizational
learning, personnel rotation