Organizational Culture and Management Quiz
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Questions and Answers

What is a key impact of strong organizational cultures on employee behavior?

  • They eliminate turnover by enforcing contracts.
  • They restrict creativity and innovation.
  • They lead to complete managerial autonomy.
  • They significantly influence member behavior. (correct)

Which factor is NOT associated with stronger organizational cultures?

  • Clarity of cultural values.
  • High employee turnover rates. (correct)
  • Initial strength of the culture.
  • Fewer subcultures.

How do strong cultures serve as a barrier to change within organizations?

  • They create resistance to altering established processes. (correct)
  • They promote innovation and adaptability.
  • They encourage diverse perspectives.
  • They support continual improvement initiatives.

What characteristic defines a Market Culture?

<p>Driven by competition and accomplishment of goals. (A)</p> Signup and view all the answers

What leadership style is typically associated with a Clan Culture?

<p>Mentor-like and supportive. (D)</p> Signup and view all the answers

Which typology focuses on maintaining stability through a formalized structure?

<p>Hierarchy Culture (D)</p> Signup and view all the answers

What is a potential downside of strong organizational cultures in relation to diversity?

<p>They encourage conformity to existing values. (C)</p> Signup and view all the answers

What is a primary characteristic of an Adhocracy Culture?

<p>Focus on flexibility and experimentations. (D)</p> Signup and view all the answers

What is a key characteristic that differentiates small businesses from non-profit organizations?

<p>Focus on entrepreneurship (A)</p> Signup and view all the answers

Which statement accurately reflects the relationship between management effectiveness and financial performance?

<p>Effective management significantly boosts financial and operational performance. (C)</p> Signup and view all the answers

What does the concept of 'standing on the shoulders of giants' imply about the study of management?

<p>Contemporary theories are built upon previous knowledge. (D)</p> Signup and view all the answers

Which factor does NOT influence management effectiveness according to the study findings?

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

What is one of the implications of adopting superior management practices?

<p>Improved Return on Capital Employed (ROCE) (D)</p> Signup and view all the answers

In what way does the management of non-profit organizations differ from that of small businesses?

<p>Non-profits have less tangible added value. (D)</p> Signup and view all the answers

Which of the following is a reason to study past management theories?

<p>To understand how historical practices can inform contemporary challenges. (A)</p> Signup and view all the answers

Which of the following statements best describes the structural characteristics of organizations formed for a specific purpose?

<p>They are characterized by a distinct purpose and a deliberate arrangement of people. (B)</p> Signup and view all the answers

Which of the following best describes the purpose of corporate (social) responsibility (CSR)?

<p>To integrate ethical, social, and environmental impacts into business practices (B)</p> Signup and view all the answers

What motive is categorized as the 'normative case' in sustainable business?

<p>Sense of duty and higher-order values (B)</p> Signup and view all the answers

Which of the following correctly represents a relational motive for sustainable business?

<p>Good relations with internal and external stakeholders (B)</p> Signup and view all the answers

What is the first step in the institutionalization process of sustainable business?

<p>Responding to a specific external trigger (D)</p> Signup and view all the answers

What are circular business models designed to achieve?

<p>Promote reuse, recycling, and waste reduction (A)</p> Signup and view all the answers

Which approach involves integrating sustainable business into core activities?

<p>Mainstreaming sustainable business practices (A)</p> Signup and view all the answers

In the context of sustainable business, what is 'the business case'?

<p>Profitability through new markets and reduced costs (B)</p> Signup and view all the answers

What is the primary goal of shared value in business strategy?

<p>To create economic value while simultaneously addressing societal challenges (A)</p> Signup and view all the answers

How are leaders generally perceived in France?

<p>As task-oriented and relatively autocratic (B)</p> Signup and view all the answers

Which of the following traits is NOT associated with early Trait Theories of leadership?

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

What do behavioral theories of leadership primarily focus on?

<p>The actions and behaviors of leaders (C)</p> Signup and view all the answers

Which leadership style is identified in the University of Michigan studies?

<p>Production-oriented leaders (D)</p> Signup and view all the answers

What key factor gained significance in the revival of Trait Theories during the 1980s?

<p>Emotional Intelligence (EQ) (D)</p> Signup and view all the answers

What aspect is critiqued in Trait Theories regarding leadership prediction?

<p>The universality of traits across cultures (D)</p> Signup and view all the answers

In the context of leadership in Nordic countries, how are leaders typically described?

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

Which component does Blake & Mouton’s Managerial Grid assess?

<p>Concern for people versus concern for production (D)</p> Signup and view all the answers

What is a major disadvantage of group decision making?

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

Which of the following strategies can help minimize groupthink?

<p>Appoint a devil’s advocate (B)</p> Signup and view all the answers

In the context of decision-making, what does conformism primarily refer to?

<p>Adjusting beliefs to match group norms (A)</p> Signup and view all the answers

Which symptom is NOT commonly associated with groupthink?

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

What was one of the main causes of the Challenger disaster?

<p>Lack of dissenting opinions (D)</p> Signup and view all the answers

What is the primary purpose of the Nominal Group Technique (NGT)?

<p>To restrict discussion and promote independent thinking (C)</p> Signup and view all the answers

Which of the following best describes 'groupshift' in decision-making?

<p>A shift towards more risky choices (C)</p> Signup and view all the answers

What is a common issue identified in brainstorming sessions?

<p>Production blocking (D)</p> Signup and view all the answers

Which ethical school claims that ethical standards should be universally applied across all cultures and countries?

<p>The School of Ethical Universalism (C)</p> Signup and view all the answers

In the context of ethical decision-making, which of the following is NOT a potential negative influence on ethical choices?

<p>Ethical imperialism (D)</p> Signup and view all the answers

What is the primary argument in favor of ethical relativism?

<p>It advocates for adapting to local ethical standards, showing respect for cultural differences. (D)</p> Signup and view all the answers

Which ethical school attempts to balance universal ethical principles with local adaptations?

<p>Integrated Social Contracts Theory (D)</p> Signup and view all the answers

What is a potential critique of adopting the School of Ethical Universalism in international business?

<p>All of the above. (D)</p> Signup and view all the answers

Which of the following is NOT an example of a heuristic that can negatively impact ethical decision-making?

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

What is a key advantage of adopting Integrated Social Contracts Theory in international business?

<p>It balances global consistency with respect for local ethical standards. (A)</p> Signup and view all the answers

Which factor can contribute to the intensity of an ethical dilemma, requiring deeper consideration?

<p>Severity and complexity of the ethical issue. (D)</p> Signup and view all the answers

Flashcards

Organization

A deliberate arrangement of individuals working together to achieve a common goal that they could not accomplish alone.

Common Characteristics of Organizations

Organizations with a clear purpose, composed of people, and structured for effectiveness.

Non-profit organization

Universities, hospitals, and government agencies are examples of this type of organization.

Small Business

Businesses with less hierarchy, specialization, and resources outside their core operations. Often characterized by entrepreneurship.

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What is Management?

The study of how organizations function and how to improve their performance.

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Universality of Management

The idea that principles and skills used in one organization often apply to others.

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Does Management Matter? (McKinsey & LSE Study)

A study by McKinsey and LSE showing a strong correlation between good management practices and higher company performance.

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Management Effectiveness

The ability of a manager to understand and solve complex organizational problems.

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Intensity of Ethical Dilemma

The severity and complexity of ethical dilemmas faced.

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Group Dynamics and Ethical Decision Making

Group dynamics can negatively influence ethical decisions, leading to conformity or shifting towards more extreme opinions.

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Heuristics and Ethical Decision Making

Mental shortcuts used in decision-making can lead individuals to overlook unethical behavior.

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Ethical Universalism

Ethical standards are universal and applicable across all cultures and countries.

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Ethical Relativism

Ethical standards vary based on cultural beliefs and norms.

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Integrated Social Contracts Theory

Combines universal ethical principles with local adaptations based on societal norms.

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First-Order Rules (Integrated Social Contracts)

Universal ethical principles that apply to all cultures (e.g., honesty, fairness).

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Second-Order Rules (Integrated Social Contracts)

Stricter local norms that adapt to specific cultures (e.g., gift-giving practices).

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Strong Organizational Culture

A strong culture significantly influences employee behavior, promotes unity among team members, and acts as a guiding force for decisions and actions, similar to formal rules. This approach is particularly effective in organizations with less rigid formal policies.

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Strong Cultures - Barrier to Change

Strong cultures are resistant to change, even in dynamic environments. This can hinder adaptation and innovation.

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Strong Cultures - Barrier to Diversity

Managers may favor employees who align with existing cultural values, potentially discouraging diversity of thought and perspectives. This can lead to groupthink, where everyone agrees to avoid conflict, even if it means ignoring potential risks or better ideas.

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Strong Cultures - Barrier to Mergers and Acquisitions

Cultural incompatibility can cause mergers and acquisitions to fail. Integrating two different cultures can be challenging.

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Clan/Family Culture

This model emphasizes participation and collaboration. It's characterized by a shared vision, loyalty, and a flat organizational structure with less emphasis on written rules.

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Adhocracy Culture

This model prioritizes flexibility and innovation. It encourages speed, adaptability, and experimentation.

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Hierarchy Culture

This model focuses on stability and control. Formalization, specialization, and respect for hierarchy are emphasized.

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Market Culture

This model emphasizes results and goals. It's driven by sales, competition, and achieving market share.

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Cultural Influence on Leadership

Leadership styles and traits can vary significantly across different cultures, reflecting different values and expectations.

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Trait Theories of Leadership

Trait theories focus on identifying specific qualities and characteristics that differentiate leaders from non-leaders. They suggest leaders possess inherent traits like intelligence, self-confidence, and integrity.

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Behavioral Theories of Leadership

These theories emphasize the actions and behaviors of leaders, focusing on how they influence and motivate others. This includes styles like task-oriented and people-oriented approaches.

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Early Trait Theories: "Great Man" Theories

Early trait theories, often called "Great Man" theories, believed leadership was based on inherent qualities. Leaders were seen as possessing unique traits that made them naturally gifted leaders.

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Revival of Trait Theories

The revival of trait theories in the 1980s focused on personality traits linked to leadership. The Big Five personality model, including extraversion, agreeableness, and conscientiousness, was used to understand leadership qualities.

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Emotional Intelligence in Leadership

Emotional Intelligence (EQ) has been recognized as a significant factor in leadership. It emphasizes self-awareness, empathy, and relationship management skills.

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Style Approach to Leadership

The Style Approach emphasizes the behaviors of leaders. Key studies identified two main behaviors: initiating structure (task-oriented) and consideration (people-oriented).

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Blake & Mouton Managerial Grid

The Blake & Mouton Managerial Grid is a tool to assess leadership style based on two dimensions: concern for people and concern for production.

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Corporate Social Responsibility (CSR)

Business practices that prioritize ethical, social, and environmental impacts.

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Inclusive Business

Integrating underserved communities into a company's supply chain or business operations, creating shared value.

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Shared Value

Business strategies that generate both economic value and address societal challenges.

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Corporate Citizenship

Companies acting responsibly towards society and the environment.

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Circular Business

Business models designed to reduce waste and promote reuse and recycling.

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Instrumental Motives

Reasons for companies adopting sustainable practices based on the potential for increased profits, reduced costs, and mitigated risks.

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Relational Motives

Reasons for companies adopting sustainable practices based on building positive relationships with stakeholders and maintaining their reputation.

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Moral Motives

Reasons for companies adopting sustainable practices based on a sense of duty and moral obligation.

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What is Groupthink?

A situation where a group reaches decisions without critical evaluation of alternatives due to pressure to conform. This can lead to flawed judgments.

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What is the Asch Experiment?

An experiment demonstrating how individuals conform to a group's judgment even when it's clearly wrong, highlighting the power of social pressure.

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What is a Devil's Advocate?

A technique for minimizing groupthink by having someone play the role of a skeptic, challenging the assumptions and consensus within the group.

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What is Brainstorming?

Group decision-making techniques that aim to generate creative alternatives by brainstorming ideas without initial judgment.

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What is the Nominal Group Technique (NGT)?

A technique where individuals silently generate ideas before discussing them as a group, promoting individual thinking and reducing conformity.

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What is a Premortem Technique?

A group decision-making technique that focuses on potential problems that could occur after the decision is made, encouraging a more critical approach.

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What is Groupshift?

The tendency for groups to shift towards more extreme positions after discussion than individual members would support.

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What is a Dominant Coalition?

A potential disadvantage of group decision-making where a dominant group influences the outcome, potentially leading to biased decisions.

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Study Notes

Management 23-24 Van Rossem*Wijen

  • Course offered at Katholieke Universiteit Leuven
  • Course content includes topics like:
    • What is management
    • Looking backward, thinking forward
    • Mapping external influences
    • Effectuating strategies
    • Structuring organizations
    • Managing sustainably
    • Managing internationally
    • The ethical manager
    • Managing a organization's culture
    • Decision-making
    • Leadership

CH1: What is management

  • Case Study Summary: Sellafield Nuclear Scandal
    • Blame and Responsibility:
      • HR Director: Blames process workers for the scandal, resulting in canceled orders and CEO resignation.
      • BNII: Attributes the issue to a lack of management skills (e.g., leadership, communication, motivation, supervision).
      • Report Findings:
        • Lack of high-quality safety systems and improper management were core issues.
        • Inadequate supervision and poor training contributed to procedural failings.
        • The nature of the job and lack of meaningful incentives led to data falsification.
  • What is management?
    • Planning: selecting goals and strategies
    • Organizing: assigning responsibilities
    • Leading: motivating employees
    • Controlling: monitoring and making corrections
    • "Management is the art of getting things done through people" – Mary Parker Follett

Other Topics (from page 3 and onward)

  • People are not difficult tools but added values (motivation, purpose), Management, Robbins & Coulter (2014), Daft (2013)
  • Key Objectives:
    • Get things done: Focus on attaining organizational goals.
    • Success: Ensure activities are completed efficiently (doing things right) and effectively (doing the right things).
  • Management Levels: Top (CEO, group head or VPA), Middle (BU head, dept. managers), First-line (functional head)
  • Staff vs. Line Functions: Staff functions help line managers
  • Management Functions: Planning, organizing, leading, controlling, performance
  • Management Roles: CEO, Corporate President, Group Heads, Business Unit Heads, General Managers, Department Managers, Product Line/Service Managers, Information Services Managers, Functional Heads
  • Skills Managers Need: Conceptual, Human, and Technical
  • Emotional Intelligence (EQ): Self-awareness, self-management, social awareness and empathy Relationships, relationship management
  • Stressors for Managers: Increased workload, supervising former peers, responsibility for others, being caught in the middle, bad work-life balance
  • Definition of Organizations: A deliberate arrangement of people to accomplish goals not attainable individually.
  • Characteristics of Organization: Distinct purpose, Composed of people, Deliberate structure
  • Management of Small businesses and Non-profit organizations:
    • Small Business: Less hierarchy, less specialization, less resources.
    • Non-profit: Less tangible added value, accountability, different culture & values
  • Why to study Management? The universality of management principles applying across diverse organizations and contexts.
  • Does Management matter? Study Scope (McKinsey & LSE): Analyzed 700 companies across sectors to assess management practices' impact, findings: higher scores correlate with improved ROCE, increased TFP, and higher market valuations.
  • Determinants of Scores (Management Effectiveness): Industry competitiveness, and company age.
  • Implications: Emphasizes the importance of superior management for financial and operational performance for sustained competitiveness.

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Management 23-24 Van Rossem*Wijen PDF

Description

Test your knowledge on the impact of organizational cultures on employee behavior and management effectiveness. This quiz covers key characteristics of different culture types, their influence on organizational stability, and the relationship between management practices and financial performance.

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