Chap 9 10 11

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Questions and Answers

Which aspect of organizational culture is MOST directly influenced by the level of autonomy granted to employees?

Controlling

Organizing (correct)

Leading

Person-Organization Fit

What is a primary function of a strong organizational culture in the context of employee behavior?

It increases the impact of subcultures

It reduces the need for leadership

It serves as a substitute for formal rules (correct)

It enhances individual employee creativity

Which of these is NOT mentioned as a primary indicator of an adaptive culture?

Encouraging proactive change management

Ensuring managers pay attention to all stakeholders

Facilitating risk-taking

Focusing solely on internal processes (correct)

Which of the following represents a key finding by Kotter and Heskett regarding organizational culture?

Culture is a main determinant of organizational performance. (A) Signup and view all the answers

What is a key characteristic of a strong organizational culture that directly influences employee interaction?

Intensely held and widely shared core values (C) Signup and view all the answers

According to Ravasi & Schultz, what is the primary function of organizational culture?

To define appropriate behavior within the organization. (C) Signup and view all the answers

What does Schein's concept of 'basic assumptions' primarily act as within an organization's structure?

The 'glue' that integrates the organization. (B) Signup and view all the answers

What does 'fit' refer to when assessing the contribution of culture to success?

The alignment between organizational culture and strategic goals. (A) Signup and view all the answers

What does the text suggest is the relationship between the strength of a company's culture and the rate of employee turnover?

Stronger culture tends to be associated with lower turnover. (A) Signup and view all the answers

Which cultural dimension emphasizes the importance of precision, analysis, and meticulous attention to detail?

Attention to detail (B) Signup and view all the answers

If a company's management focuses solely on achieving quarterly targets, almost regardless of method, which organizational culture dimension is MOST evident?

Outcome orientation (D) Signup and view all the answers

Which factor is NOT directly identified as a major influence on the strength of an organization's culture?

The organization's financial performance (D) Signup and view all the answers

In an organization with high 'team orientation', how is work typically structured?

Centred around collaborative groups. (A) Signup and view all the answers

Which of these options is the BEST description of an organization with a high degree of 'stability' as a cultural dimension?

One that values the status quo. (C) Signup and view all the answers

According to Schein's model, what do 'artifacts' represent in organizational culture?

The visible and tangible aspects that can be observed. (B) Signup and view all the answers

An organisation that promotes experimentation among employees and values trying new ideas, would best be considered low on which dimension?

Stability (C) Signup and view all the answers

Which of the following best describes the concept of ethnocentrism?

The tendency to view one's own culture as superior and a standard for all others. (C) Signup and view all the answers

How might communication styles differ between Western cultures and those of India or China?

Western cultures generally prefer a straightforward and direct approach, while India and China may favor a less aggressive or direct method. (B) Signup and view all the answers

In the context of Geert Hofstede's cultural dimensions, which index measures the extent to which less powerful members of organizations accept unequal power distribution?

Power Distance Index (PDI) (C) Signup and view all the answers

How might the perception of eye contact differ between the U.S. and some African, Asian, and Middle Eastern cultures?

In the U.S., eye contact is seen as a reflection of honesty, while in some African, Asian, and Middle Eastern cultures, prolonged eye contact can be seen as rude or aggressive. (C) Signup and view all the answers

What is a typical characteristic of meetings in Germany?

Meetings are very formal, with a strict agenda, punctuality, and communication tends to flow through a senior person. (D) Signup and view all the answers

Which of the following meeting cultures is described as having an agenda, but with start times that are typically 15-30 minutes late, and with interaction between members via the boss?

France. (D) Signup and view all the answers

In Geert Hofstede's cultural dimensions, what does the 'Individualism vs. Collectivism' dimension refer to?

The degree to which individuals are integrated into groups, with individualistic societies focusing on personal goals. (B) Signup and view all the answers

Which of the following meeting cultures is described as 'very serious, stiff lips, diplomatic, and never articulating things in a negative way'?

The UK. (A) Signup and view all the answers

Which technique is designed to encourage independent thinking by limiting discussion during decision-making?

Nominal Group Technique (NGT) (B) Signup and view all the answers

What does the 'premortem' technique primarily aim to address in group decision-making?

Identifying potential problems before they occur (B) Signup and view all the answers

In the context of group decision-making, what is 'production blocking' associated with?

A disadvantage of brainstorming. (A) Signup and view all the answers

What is a key distinction between leadership and management?

Leadership establishes direction and inspires, while management brings about order and consistency. (D) Signup and view all the answers

What does the quote from Charles Maurice de Talleyrand that mentions 'an army of 100 sheep led by a lion' emphasize?

The critical role of effective leadership over sheer numbers or capability. (B) Signup and view all the answers

What concept is the use of outside experts during group decision-making primarily intended to counteract?

Groupthink. (C) Signup and view all the answers

Which of the following best describes 'Institutional Collectivism' as defined in the GLOBE study?

The degree to which societal institutions encourage prioritizing group interests over individual interests. (A) Signup and view all the answers

According to the provided text, what is the primary role of managers in the context of decision-making?

To make critical choices aligned with organizational goals, such as pricing, growth, and resource allocation. (A) Signup and view all the answers

What does the text suggest is a critical role of leadership regarding ethics within an organization?

Leadership influences how ethical standards are set, monitored, and followed. (B) Signup and view all the answers

What is the primary problem associated with 'correlated errors' in the context of group decisions?

Individuals unknowingly rely on a common, flawed piece of information. (D) Signup and view all the answers

In the context of the GLOBE study, how does 'Uncertainty Avoidance' relate to societal tolerance?

It shows the degree to which a society is comfortable with ambiguity and uncertainty. (D) Signup and view all the answers

What aspect of cultural dynamics does 'Cultural Intelligence (CQ)' primarily address according to the material provided?

The capacity to navigate and engage effectively across diverse cultural contexts. (A) Signup and view all the answers

Which of the following best defines 'Future Orientation' as measured in the GLOBE study?

The extent of a society's focus on long-term planning and investment instead of immediate results. (D) Signup and view all the answers

According to the material, which of the following is NOT a specific area managers address when making decisions?

Decision to not hire or promote any individuals within the company. (D) Signup and view all the answers

How does 'Gender Egalitarianism' relate to cultural norms, according to the GLOBE study?

It measures the extent to which a culture minimizes discrimination of gender and promotes equality. (C) Signup and view all the answers

According to the information provided, what is the primary focus of 'Performance Orientation' within the GLOBE study?

The focus a society places on rewarding innovation, high standards, and performance improvements. (B) Signup and view all the answers

Which of the following traits is NOT included in the Big Five personality model?

Assertiveness (C) Signup and view all the answers

What aspect does Emotional Intelligence (EQ) NOT emphasize?

Technical skills (B) Signup and view all the answers

What identifying feature distinguishes employee-oriented leaders from production-oriented leaders in the Michigan studies?

Concern for people versus concern for productivity (D) Signup and view all the answers

Which leadership style is characterized by high concern for people and low concern for production according to Blake & Mouton’s Managerial Grid?

Country club management (B) Signup and view all the answers

In Fiedler’s Contingency Model, what is NOT a situational factor that affects leadership effectiveness?

Leader's personal charisma (C) Signup and view all the answers

Which of the following does Path-Goal Theory NOT focus on?

Enhancing followers' self-esteem (A) Signup and view all the answers

According to Hersey and Blanchard’s Situational Leadership Theory, which leadership style is suitable when followers are able and willing?

Delegating (D) Signup and view all the answers

Which of the following is a criticism of trait theories in leadership?

They are overly simplistic and culturally bound. (C) Signup and view all the answers

Study Notes

Organizational Environment

Task environment is the external forces that directly affect a company, such as competitors, suppliers, and customers.
General environment is the broader conditions that may affect an organization, encompassing demographic, socio-cultural, technological, economic, political/legal, and global factors.
Internal environment includes culture, structure, resources and capabilities, physical conditions, and technology.

Organizational Culture

Deal & Kennedy (1982): "The way things get done around here."
Ravasi & Schultz (2006): A set of shared assumptions guiding organizational actions, defining appropriate behavior.
Robbins & Coulter (2014): Shared values, principles, traditions, and customs influencing member behavior and distinguishing an organization.
Schein (1992): Shared basic assumptions learned from resolving external/internal problems, acting as a guide for employees, defining "correct" ways of perceiving, feeling, and acting.
Schein's model of organizational culture has three levels: -Artifacts: Visible, tangible elements, such as office layouts, rituals, and behaviors -Norms and values: Stated and expressed values -Underlying assumptions: Deeply ingrained beliefs, perceptions, and expectations guiding behavior

How to analyze organizational culture

Seven dimensions of organizational culture: Attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, stability, innovation and risk taking.

Analyzing Organizational Culture (cont.)

Strong cultures: Core values are widely & intensely shared. Influence member behavior, increase cohesiveness, and particularly effective in organizations without formalized policies -Impact on organizational performance: Linked to lower employee turnover and improved organizational performance. Factors influencing cultural strength: size, age, rate of turnover, initial strength, clarity of values, and fewer subcultures within the organization. -Dysfunctional aspects of strong cultures: Strong cultures can act as a barrier to change, resist innovation, and hinder diversity. Can cause issues during mergers and acquisitions.

Typologies of Culture

Quinn & Cameron based on competing values (OCAI): -Clan: Involves participation, collaboration, loyalty, and a flat structure. -Adhocracy: Emphasizes flexibility, innovation, experimentation, adaptability. -Hierarchy: Focuses on stability, control, formalization, and efficiency. -Market: Focuses on goals, results, competition, and winning.

How cultures are created and sustained

Founders: Their vision, influence on hiring and retaining employees, and their roles as role models.
Role Models: Success, embodying the culture.
Other Factors: Industry and national contexts.
Culture maintenance: Socialization, formal & informal reward systems, performance evaluations, leadership, structures, processes.

Changing organizational culture

Solution = Star model (Galbraith, J., R. (1995)
Strategy: defines organizational vision, mission, values, strategic goals
Structure: organizing via hierarchies, teams, roles, reporting relationships.

Current trends in organizational culture

Developing an innovative culture: Give employees challenges, freedom, trust & openness, & encourage experimentation, playfulness, & allow failure
Developing a customer-responsive culture: Appropriate hiring, few rigid rules, procedures, & regulations, clear role clarity for employees, widespread employee empowerment, and emphasizing customer focus.
Developing an ethical culture: Formal & informal communication, high performing managers, ethics training, not too high rewards & expectations, encourage whistle blowers, effective structure & Corporate Governance (esp. in a centralized structure)).

Intercultural Differences

National culture influences organizational behaviors and values. Examples include values, religion, ethics, communication styles.

Decision-Making

Decisions are central to management because they determine organizational goals.
Importance of good decisions: Essential for organizational success and performance.
Reasons for decision-making failures: Lack of clarity in defining the issues, using limited alternatives, using shortcuts, not learning from past mistakes, group pressures, poor procedures.

Decision-Making Models

Rational decision-making: Idealized model where decision-makers assess each possibility.
Bounded rationality: Reality reflects cognitive limitations and emotional aspects.

Factors affecting decision making

Content of Decisions: Structured vs. Unstructured, operational vs. strategic
Context: Urgency, organization characteristics, past decisions, decision makers' attributes, decision-making style, and experience.
System 1 vs System 2 thinking.

Leadership

Leadership vs. Management: Leadership influences a group to achieve goals; management ensures compliance through formal rank.
Leadership importance: Influence on subordinates, motivation, commitment, job satisfaction, and link to performance.

Leadership Theories

Trait Theories: Focus on identifying qualities that distinguish leaders; early trait theories, revival of trait theories.
Behavioral Theories: Focus on leadership actions rather than traits; style approach, contingency models (Hersey & Blanchard, Fiedler).
Situational Theories: Adapting leadership style based on situation; Hersey & Blanchard, Path-Goal Theory, Leader-Member Exchange (LMX).
New Leadership Paradigms: Emphasize inspiring & motivating leadership styles; Transformational leadership, Charismatic leadership, Authentic leadership, Ethical leadership.

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Description

Test your understanding of organizational culture concepts and theories. This quiz covers aspects such as employee autonomy, adaptive culture indicators, and the function of culture in shaping employee behavior. Challenge your knowledge and discover key insights into the role of culture in organizations.