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30 Cards in this Set
- Front
- Back
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The three levels of cultural analysis highlighted in the text concern:
observable culture, shared values and common assumptions stories, rites and rituals symbols, myths and stories cultural symbols, myths and sagas |
observable culture, shared values and common assumptions
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The methods that organizational groups develop and teach to new members are called
shared values common assumptions observable culture founding stories |
observable culture
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The taken-for-granted truths refers to which level of cultural analysis?
shared values common assumptions belief systems observable culture |
ommon assumptions
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Which level of analysis deals with a description of an awards banquet?
shared values belief systems philosophy observable culture |
observable culture
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____________________ are unique patterns of values and philosophies within a group that are not inconsistent with the dominant culture of the larger organization or social system.
observable cultures countercultures organizational cultures subcultures |
subcultures
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Patterns of values and philosophies that outwardly reject those of the larger organization or social system are called:
countercultures common assumptions corporate cultures subcultures |
countercultures
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Corporate culture refers to:
an extreme form of counterculture a culture that has grown organically along with an organization’s history an attempt by managers to deliberately create and mould organizational culture an attempt by managers to implement payment by results |
an attempt by managers to deliberately create and mould organizational culture
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The notion of culture as root metaphor views it as:
a counterculture aiming to undermine core values a culture that has grown organically along with an organization’s history an attempt by managers to deliberately create and mould organizational culture a totalitarian model similar to that described in Orwell’s Nineteen Eighty-Four |
a culture that has grown organically along with an organization’s history
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The creation of a collective identity and the means of matching methods of working and living together is internal:
culture bonding differentiation integration |
integration
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What is the process of reaching goals and dealing with outsiders?
internal integration external adaptation goal setting cultural bonding |
external adaptation
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Organizational culture is said to help deal with which two fundamental problems?
external adaptation and internal integration external adaptation and goal setting internal integration and external legitimacy establishing common goals and common language |
external adaptation and internal integration
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Lessons learned from the heroic effort of an embattled entrepreneur are called:
founding stories sagas organizational myths cultural symbols |
founding stories
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Heroic accounts of accomplishments are called:
sagas myths rituals symbols |
sagas
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An object, act or event that serves to transmit cultural meaning is called a __________.
foundation saga rite ritual symbol |
symbol
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Standardised activities at special times/occasions that may have practical consequences are called:
symbols myths rites terminal values |
rites
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In Handy’s power culture type, an organization’s culture is dominated by:
set rules, procedures and job descriptions a powerful central figure members’ interests, particularly ‘star performers’ teams formed for specific task performance |
a powerful central figure
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In Deal and Kennedy’s typology of culture, a process culture is characterised by:
a need for precision and uniformity a need for ‘fun’ at work a need to take quick decisions significant investment with many years before results are apparent |
a need for precision and uniformity
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Corporations with a ‘strong culture’ are:
more successful and easier to change than other firms more successful than other firms because they prize diversity more difficult to change than other firms more suited to international operations |
more difficult to change than other firms
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In corporations with a ‘strong culture’ one would expect:
a broadly held and deeply shared common value system many countercultures few myths a flexible and dynamic social system |
a broadly held and deeply shared common value system
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Unique, shared values can:
reduce collective commitment enhance ambiguity provide a stable social system provide the need for formal and bureaucratic control |
provide a stable social system
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__________________ help turn routine activities into valuable, important actions:
shared values ambiguous descriptions sagas culturally shared symbols |
shared values
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The novel used as an illustration of the totalitarian aspects of organizational culture is:
Emma by Jane Austen A Suitable Boy by Vikram Seth Mad Cows by Kathy Lette Nineteen Eighty-Four by George Orwell |
Nineteen Eighty-Four by George Orwell
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Most management writing on organizational culture adopts the following perspective:
fragmentation ambiguity integration critical |
integration
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Which of the following is NOT an example of a cultural form?
‘employee of the month’ award branding the story of how the company was founded the assumptions held by the Managing Director |
the assumptions held by the Managing Director
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The ___________________ perspective views organizational culture as a system of shared meanings, unity and harmony.
fragmentation ambiguity differentiation integration |
integration
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Societal-level culture can affect organizational culture due to:
culturally-derived attitudes being embodied by employees institutional factors setting limits on how an organization operates managers exhibiting culturally-derived preferences e.g. on responsibility all of the above |
all of the above
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When using organizational culture to help the organization to compete:
allow employees to become disenchanted when facing initial technical barriers take the opportunity to reassess approaches to decision making when adding new products to an existing market use ‘conventional wisdom’ when adjusting to new markets with new products when entering the market slowly, give competitors as big a lead as possible |
take the opportunity to reassess approaches to decision making when adding new products to an existing market
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The ___________________ is the shared set of understandings in an organization about what is correct behaviour and how ethical issues will be handled.
cultural aspect ethical climate organizational symbolism integrated ethics |
ethical climate
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A well-developed management philosophy is important because:
it is unique it can help the firm financially it provides a consistent way of approaching novel situations it is built upon diversity |
it provides a consistent way of approaching novel situations
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If employees hold values which contradict those of dominant coalitions:
organizational culture will necessarily be characterised by destructive conflict it will always be difficult to change ‘the way we do things around here’ an organization’s performance will inevitably decline differences may be a source of creativity and diversity |
differences may be a source of creativity and diversity
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