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Questions and Answers
Organizational culture refers to a system of shared assumptions, values, and behavior among managers only.
Organizational culture refers to a system of shared assumptions, values, and behavior among managers only.
False
Subcultures may arise from the personal characteristics of employees and managers.
Subcultures may arise from the personal characteristics of employees and managers.
True
A single organization can have only one culture throughout the organization.
A single organization can have only one culture throughout the organization.
False
The marketing department may emphasize innovativeness, whereas the manufacturing department may have a shared emphasis on innovativeness.
The marketing department may emphasize innovativeness, whereas the manufacturing department may have a shared emphasis on innovativeness.
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Researchers uncovered ten different subcultures within a single police organization.
Researchers uncovered ten different subcultures within a single police organization.
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Organizational culture is the same as organizational subculture.
Organizational culture is the same as organizational subculture.
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Subcultures within an organization are always in direct opposition to the broader organizational culture.
Subcultures within an organization are always in direct opposition to the broader organizational culture.
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Understanding the organization's culture can be achieved by only observing its artifacts.
Understanding the organization's culture can be achieved by only observing its artifacts.
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Countercultures are often shaped around a charismatic leader and are always tolerated by the organization.
Countercultures are often shaped around a charismatic leader and are always tolerated by the organization.
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Employee perceptions regarding subcultures are unrelated to employee commitment to the organization.
Employee perceptions regarding subcultures are unrelated to employee commitment to the organization.
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The deepest level of organizational culture consists of artifacts.
The deepest level of organizational culture consists of artifacts.
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Organizational culture consists of only two levels: assumptions and values.
Organizational culture consists of only two levels: assumptions and values.
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An enclave of innovativeness and risk taking may emerge within a single department and be considered a counterculture.
An enclave of innovativeness and risk taking may emerge within a single department and be considered a counterculture.
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Basic assumptions and values are always shared by everyone within the organization.
Basic assumptions and values are always shared by everyone within the organization.
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Alcoa Inc. designed their headquarters to reflect the values of making people less visible and inaccessible.
Alcoa Inc. designed their headquarters to reflect the values of making people less visible and inaccessible.
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As an employee, you do not need to understand the type of subculture in the department where you will work.
As an employee, you do not need to understand the type of subculture in the department where you will work.
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The competing conflict management style is used when maintaining relationships with all parties is critical.
The competing conflict management style is used when maintaining relationships with all parties is critical.
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The collaborating conflict management style is used when there is a high risk of lowering morale and productivity.
The collaborating conflict management style is used when there is a high risk of lowering morale and productivity.
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Avoiding conflict management style is used when there is a time constraint to resolve the conflict.
Avoiding conflict management style is used when there is a time constraint to resolve the conflict.
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The accommodating conflict management style is used when you want to 'win' and have your way.
The accommodating conflict management style is used when you want to 'win' and have your way.
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Compromising conflict management style seeks to find a solution that is perfect for all parties.
Compromising conflict management style seeks to find a solution that is perfect for all parties.
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Diversity and inclusion are one of the most common sources of conflict in organizational culture.
Diversity and inclusion are one of the most common sources of conflict in organizational culture.
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Power and authority are not a common source of conflict in organizational culture.
Power and authority are not a common source of conflict in organizational culture.
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Communication styles can be influenced by factors such as personality, culture, and context.
Communication styles can be influenced by factors such as personality, culture, and context.
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Change and innovation are not a common source of conflict in organizational culture.
Change and innovation are not a common source of conflict in organizational culture.
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A conflict manager with great conflict management skills seeks to reduce conflict by ignoring it.
A conflict manager with great conflict management skills seeks to reduce conflict by ignoring it.
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Organizational culture can be a competitive advantage for an organization.
Organizational culture can be a competitive advantage for an organization.
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A company's culture has no impact on its performance in the industry.
A company's culture has no impact on its performance in the industry.
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Organizational culture is a less effective control mechanism for dictating employee behavior than organizational rules and regulations.
Organizational culture is a less effective control mechanism for dictating employee behavior than organizational rules and regulations.
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Conflict management is only necessary in high-tech industries.
Conflict management is only necessary in high-tech industries.
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A culture of respect, civility, and inclusion can prevent workplace conflict from arising.
A culture of respect, civility, and inclusion can prevent workplace conflict from arising.
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Collaborating is a common conflict management style that produces short-term results.
Collaborating is a common conflict management style that produces short-term results.
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Organizational culture has no impact on how people respond to conflict when it arises.
Organizational culture has no impact on how people respond to conflict when it arises.
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Kihlstrom (2020) argues that strategy is more important than culture when it comes to organizational performance.
Kihlstrom (2020) argues that strategy is more important than culture when it comes to organizational performance.
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Organizational culture can only benefit an organization, never hinder it.
Organizational culture can only benefit an organization, never hinder it.
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Conflict management is the practice of avoiding conflicts altogether.
Conflict management is the practice of avoiding conflicts altogether.
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Power and authority can create conflicts when employees feel that their opinions are heard and their roles are clear.
Power and authority can create conflicts when employees feel that their opinions are heard and their roles are clear.
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Different values and goals can generate conflicts when employees have the same priorities and preferences.
Different values and goals can generate conflicts when employees have the same priorities and preferences.
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To resolve conflicts related to power and authority, it is necessary to establish and follow unclear rules and policies.
To resolve conflicts related to power and authority, it is necessary to establish and follow unclear rules and policies.
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Change and innovation can trigger conflicts when employees are excited about the unknown.
Change and innovation can trigger conflicts when employees are excited about the unknown.
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To manage and resolve conflicts related to values and goals, it is necessary to ignore the values and goals of others.
To manage and resolve conflicts related to values and goals, it is necessary to ignore the values and goals of others.
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To handle and resolve conflicts related to change and innovation, it is necessary to create a culture of resistance and rigidity.
To handle and resolve conflicts related to change and innovation, it is necessary to create a culture of resistance and rigidity.
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Study Notes
Organizational Culture and Conflict Management
Common Sources of Conflict in Organizational Culture
- Diversity and inclusion: refers to the variety of backgrounds, identities, perspectives, and experiences that employees bring to the organization, and the extent to which employees feel valued, respected, and supported
- Communication styles: different communication styles can be influenced by factors such as personality, culture, gender, and context
- Power and authority: refers to the ability and right to influence, control, or make decisions in the organization
- Values and goals: the principles and objectives that guide the actions and decisions of the organization and its employees
- Change and innovation: the processes of introducing new ideas, methods, or products in the organization
Organizational Culture
- Refers to a system of shared assumptions, values, and beliefs that show employees what is appropriate and inappropriate behavior
- Consists of three interrelated levels:
- Basic assumptions: taken for granted, and reflect beliefs about human nature and reality
- Values: shared principles, standards, and goals
- Artifacts: visible, tangible aspects of organizational culture
- Importance of organizational culture:
- Can be a competitive advantage
- Affects company performance
- Is an effective control mechanism for dictating employee behavior
Organizational Subcultures
- Refers to cultures that emerge within different departments, branches, or geographic locations
- Can arise from the personal characteristics of employees and managers, as well as the different conditions under which work is performed
- Examples: marketing and manufacturing departments, police organization
Conflict Management Styles
- Collaborating: produces the best long-term results, considers the needs and desires of each party, and finds a win-win solution
- Competing: rejects compromise, and does not give in to the opinions or desires of others
- Avoiding: reduces conflict by ignoring it, removing the conflicting parties, or evading it in some way
- Accommodating: puts the needs of the other party ahead of one's own, and lets them 'win'
- Compromising: seeks a middle ground by asking both parties to give up some aspects of their desires in order to reach an agreement
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Description
Test your understanding of organizational culture, including its definition, levels, strength, and importance in shaping employee behavior. Learn about subcultures and how they impact an organization.
