Questions and Answers
What does culture provide group members in an organization?
According to Jaques, what must new members learn to be accepted into a firm?
How does culture affect anxiety in an organization?
What concept refers to the shared customs and practices of an organization?
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What did Edgar Schein believe culture to be?
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Which of the following is NOT a characteristic of culture in organizations?
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What is a professional culture characterized by?
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How can culture be conveyed to new members of an organization?
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What should be the primary focus when addressing cultural change within an organization?
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Which aspect of cultural change requires addressing both reasoning and emotional responses?
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Why is it essential to pilot change within an organization?
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What must management ensure when implementing cultural change?
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How should the process of cultural change be viewed according to the content?
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What term describes the visible elements of culture in an organization?
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Which characteristic indicates that culture is a learned phenomenon?
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Which of the following represents the deeper, unobservable level of culture?
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What aspect of culture reflects behaviors and practices commonly observed within an organization?
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Which statement best describes how culture evolves over time?
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What method is primarily used to transmit culture to new members in an organization?
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Which of the following elements is NOT considered a surface-level element of culture?
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What is a defining feature of artefacts in organizational culture?
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What does the process of sensemaking prioritize in its quest for understanding?
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Which of the following is NOT one of the seven characteristics of sensemaking identified by Weick?
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How does social interaction contribute to the sensemaking process?
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What role does identity play in sensemaking?
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What does sensemaking involve according to Weick?
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Which of the following best captures the nature of sensemaking as described?
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Which statement aligns with the idea of collective sensemaking?
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In sensemaking, the retrospective aspect refers to which of the following?
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What is necessary for effective cultural change within an organization?
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Which of the following is a trap that can occur during cultural change management?
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What is a key characteristic of transitional change?
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What should be avoided when forwarding content during cultural change?
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What does it mean to have a change in the organization’s operating reward system?
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Which of the following describes a misconception related to understanding values during cultural change?
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What should leaders do to clarify identities and role expectations during cultural change?
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What is a suggested practical lesson for managing cultural change?
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Study Notes
Culture in Organizations
- Culture in organizations derives from anthropology and sociology; it guides members' behavior and meaning-making.
- Defined as shared customs and traditional ways of thinking and acting within a group, vital for organizational acceptance.
- Culture provides meaning, sets behavioral guidelines, and alleviates anxiety in unpredictable environments.
Learning Culture
- Culture is learned through formal (training) and informal (socialization) processes.
- Organizations may possess an overarching corporate culture supplemented by various sub-cultures and professional cultures.
Edgar Schein's Perspective
- Schein defines culture as a pattern of basic assumptions developed to cope with external challenges and internal dynamics.
- Culture consists of three levels:
- Artefacts: Observable structures and behavior.
- Espoused Beliefs and Values: Ideals, goals, and aspirations.
- Basic Underlying Assumptions: Unconscious beliefs that shape perception and behavior.
Characteristics of Culture
- Culture is shared among members and exists at multiple levels—visible and hidden.
- It evolves in response to common experiences while remaining generally stable over time.
Surface vs. Deeper Level Elements
- Surface elements (physical layout, organizational structure, dress codes) are observable and reflect culture.
- Deeper elements (beliefs, assumptions) are unobservable, developed from shared experiences and often taken for granted.
Power of Culture in Change Management
- Socialization is crucial for transmitting culture to new members; practical changes (e.g., symbols, training) are necessary to foster commitment.
- Acknowledging local cultures avoids oversimplification during corporate change initiatives.
Management Traps in Cultural Change
- Common traps include oversimplification of culture, neglecting local symbols, assuming shared meanings, and denial of differing perceptions post-change.
Practical Lessons for Managing Cultural Change
- Engage all levels in the change process to build a shared understanding; meaningful change requires time and attention.
- Focus on local context, clear communication regarding change, and adapt tactics based on employee interpretations.
Sensemaking in Organizational Change
- Sensemaking involves individuals interpreting events and shaping their understanding; it is a continuous process influenced by social interactions.
- Retrospection and prospective reflections play critical roles in how individuals make sense of their experiences.
Characteristics of Sensemaking
- Grounded in identity, sensemaking is retrospective, social, and ongoing, focusing on plausible interpretations rather than accuracy.
Collective Sensemaking
- Collective sensemaking emerges through storytelling, where individuals create and redefine their experiences through interaction.
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Description
Explore the human dimensions of change management in Chapter 6 B, focusing on readiness, communication, sensemaking, and organizational culture. This chapter delves into the roots of culture in anthropology and sociology, illustrating how shared customs and traditions shape organizational behavior.