Organisational Culture: Key Concepts

False (B)

The rise of remote work during the COVID-19 pandemic led to a shift in organizational culture, with many companies adopting virtual collaboration tools and flexible work arrangements.

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<p>Emergent processes (C)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Existing cultural assumptions and values</p> Signup and view all the answers

<p>assumptions</p> Signup and view all the answers

<p>Basic assumptions = Core beliefs that are hard to change Values = Principles that guide actions Artefacts = Visible elements of culture Socialization = Process of learning cultural values</p> Signup and view all the answers

<p>Organizational Structure (D)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Culture as something an organization has and culture as something an organization is.</p> Signup and view all the answers

<p>cultural values</p> Signup and view all the answers

<p>Values = Innovation and stability Heroes = Steve Jobs at Apple Rites and Rituals = A company's annual award ceremony Cultural network = Informal communication channels and social interactions</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Deal and Kennedy focused on the four key components of a strong culture, emphasizing how a strong culture can enhance business success. Peters and Waterman researched 'excellent' companies and identified themes prevalent in their cultures, aiming to identify traits of high-performing organizations.</p> Signup and view all the answers

<p>Bias for action (C)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Edgar Schein</p> Signup and view all the answers

<p>organisational</p> Signup and view all the answers

<p>Beyer and Trice = Rites as cultural indicators Quinn and McGrath = Role of values and beliefs Boje and Meyer = Stories as cultural reflections Martin = Fragmentation perspective</p> Signup and view all the answers

<p>Predictable (A)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Indicators of culture</p> Signup and view all the answers

<p>fragmentation</p> Signup and view all the answers

<p>Stories (C)</p> Signup and view all the answers

<p>True (A)</p> Signup and view all the answers

<p>Differences in power and interests</p> Signup and view all the answers

<p>external adaptation</p> Signup and view all the answers

<p>Multiculturalism (A)</p> Signup and view all the answers

<p>Oversimplification</p> Signup and view all the answers

<p>Rites = Cultural indicators Values = Core beliefs of an organization Stories = Cultural narratives told by members Metaphors = Symbolic representations within culture</p> Signup and view all the answers

The shared assumptions, values, behaviours, and artifacts in an organization.

The idea that organizations can adopt a specific culture that influences their success.

Conceptualizes culture as the core essence of what an organization represents.

A culture that enhances business success and individual performance.

Values, Heroes, Rites & Rituals, and Cultural networks are essential for building a strong culture.

Beliefs and visions shared by members of an organization.

Individuals who exemplify and embody the values of an organization.

Aspects of culture identified in high-performing companies through research.

Deeply embedded beliefs that influence the behavior within an organization.

The ongoing development of culture influenced by group interactions and challenges.

The process through which newcomers learn and adapt to an organization's culture.

The change in organizational culture driven by interactions and new group members.

Non-physical elements like values and beliefs that shape organizational culture.

Prescriptive focuses on what should be done, while descriptive explains how things are.

The belief that all members share the same culture, ignoring cultural complexities.

Indicators that signify the culture within an organization, such as rites, ceremonies, and communication styles.

The idea that culture is created through the interaction of organizational members.

Communication processes that manifest culture through social interactions.

Distinct cultural groups within an organization that can coexist or conflict.

The view that organizational culture is often ambiguous and composed of multiple realities.

A pattern of shared assumptions that helps groups solve external and internal problems.

The concept that communication not only transmits culture but creates it.

Differences in power and interests represented by various organizational subcultures.

Culture is representative of interactions that are contextual, episodic, and improvisational.

Prioritizing customer needs as a vital organizational value for success.

The principle promoted by Peters and Waterman that encourages proactive behavior in organizations.