Topic 6: Organisational Culture

Question 1

Organisational Culture

Answer 1

definition
layers in a culture
theories by hofstede and trompenaars
cultural fit
weak versus strong cultures
the effect on managers
case: zappos

Question 2

structure definition

Answer 2

skeleton, formal

Question 3

culture definition

Answer 3

atmosphere, the dna of the company

Question 4

Organizational culture definition

Answer 4

constantly evolving
is created and maintained by people of the company
is hard to change
makes the difference between feeling at home and going to work reluctantly
is passed individually by your direct manager and by your colleagues

Question 5

organisational culture IMPORTANT

Answer 5

the set of beliefs values within an organization that largely determines how employees act. often unwritten rules

Question 6

organisational culture can be:

Answer 6

can be influenced + can be observed in the behaviour of employees
expressed in values symbols, rituals, stories, language

Question 7

layers in an organisational culture

Answer 7

material artefacts and symbols
heroes and stories
rituals and traditions
norms and values

Question 8

norms and values

Answer 8

what connects people
what do we consider important? who/what do we highlight
to be influenced by example behaviour

Question 9

rituals and traditions

Answer 9

activities repeated in a fixed order
rituals old style versus new style

Question 10

heroes

Answer 10

steve jobs

Question 11

stories

Answer 11

stories of the heroes
stories are often a link between past and present, explain legitimise current approaches

Question 12

material artifacts and symbols

Answer 12

size and design of buildings and offices
enclosed spaces or enclosed areas
use of certain exclusive, expensive/ electric cars
parking spaces reserved or not
cheap exclusive clothing
fringe benefits for executives

Question 13

language

Answer 13

use of unique terms for machines, key people, customers, products or certain tasks

Question 14

purpose of language

Answer 14

mastery of these terms forges a bond between members of a corporate culture

Question 15

company logo

Answer 15

first contact - first impression
says a lot abou the identity/values of the organisation
recognisability
image - association
1 image says more than 100 words

Question 16

company slogan

Answer 16

competitive advantage
mission = identity
core values

Question 17

research indicates 6 dimensions that appear to capture the essence of a company culture

Answer 17

adaptability
attention to detail
outcome orientation
people orientation
team orientation
integrity

Question 18

adaptability :

Answer 18

taking risks being innovative

Question 19

attention to detail:

Answer 19

precision analysis and focus

Question 20

outcome orientation

Answer 20

rather than focusing on the process used to achieve the results

Question 21

people orientation

Answer 21

degree to which the effect of decisions on people within and outside the organisation is taken into account

Question 22

team oriented

Answer 22

collaboration encouraged rather than individual work

Question 23

integrity

Answer 23

importance of honesty and high ethical and moral standards

Question 24

what happens when you get contrasting cultures

Answer 24

risk discouraged opposed to rewarded
creativity discouraged opposed to rewarded
close managerial supervision opposed to trust
work designed around teams opposed to individuals

Question 25

power distance:

Answer 25

acceptance of power differences

Question 26

uncertainty avoidance:

Answer 26

to avoid or not to avoid uncertainties

Question 27

individualism vs collectivism:

Answer 27

me or us thinking

Question 28

masculinity vs femininity

Answer 28

values in the organisation

Question 29

short vs long term

Answer 29

perception of time

Question 30

indulgence vs restraint

Answer 30

indulging or restraining

Question 31

hofstede’s cultural dimensions theory

Answer 31

is that humans have a tendency to think feel and act based on their own experiences

Question 32

hofstede studys goal

Answer 32

was to identify the parameters along which civilizations differ

Question 33

high power distance

Answer 33

is that there needs to be a big distance between each manager level
low power distance means that the managers are more approachable and that you are able to disagree

Question 34

high uncertainty avoidance means more strict rules and procedures

Answer 34

• less risks

Question 35

low uncertainty avoidance

Answer 35

means more risks taken

Question 36

collectivism is when

Answer 36

a manager is taking good care of the team

Question 37

individualism is that

Answer 37

you are expected to shine as an individual

Question 38

trompenaars 7 dimensions

Answer 38

rules private vs universal
focus individualism collectivism
emotion: neutral vs emotional
relationship: diffuse vs specific
success: performance vs ascription
time: sequential vs synchronous
fate: internal vs external control

Question 39

strong culture

Answer 39

values widely shared
culture conveys consistent messages about whats important
most employees can tell stories about company history or heroes
employees strongly identify with culture
strong connection between shared values and behaviours

Question 40

weak culture

Answer 40

values limited to a few people - usually top management
culture sends contradictory messages about whats important
employees have little knowledge of company history or heroes
employees have little identification with culture
little connection between shared values and behaviours

Question 41

cultural fit

Answer 41

as a company, how do you ensure that you attract employees who fit (to fit - to match) with your company and your corporate culture and vice versa