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Questions and Answers
Culture consists of traditional ideas and their attached values according to Kroeber and Kluckhohn (1952)
True
According to Schein (1992), organiza$onal culture is the visible part of an organiza$on
False
Bate (1996) argues that culture is resistant to change
False
There are three perspectives on culture change identified in the text
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Assessing the current situation is not considered necessary for achieving culture change according to the text
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According to the text, culture can be consciously changed
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Culture can only be characterized by artifacts and language.
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Schein suggests four levels of culture: artifacts, espoused values, basic underlying assumptions, and rituals.
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The cultural web includes elements such as shared basic assumptions, values, and beliefs, but does not include control systems.
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The compass model of culture includes assertiveness and responsiveness as behavioral components, leading to different culture typologies.
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The text provides examples of different culture typologies and their characteristics.
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Cultural change can be facilitated by interventions, monitoring outcomes, and adjusting as needed.
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Single-loop learning is also referred to as individual learning
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Double-loop learning involves asking questions about the means by which goals can be achieved, but not about the goals themselves
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Cultural change is irrelevant to organizational change
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Assessing cultural risk can help management identify potential resistance to change
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Ignoring the culture when implementing change is a low-risk approach
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Changing the culture to fit the strategy is a popular form of management intervention
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The steps for transformation of a supply chain include developing employee capabilities and reinventing the culture using teamwork and alignment meetings
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Charles Handy identified five organizational culture types: power, role, task, person, and process.
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Bet-your-company cultures emphasize the team and have low risk.
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Scholz added three dimensions to bring culture and environment together: internal-induced, external-induced, and integration-induced.
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Segmentalist cultures compartmentalize problems and have weak coordinating mechanisms.
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Integrative cultures combine ideas from unconnected sources and encourage differences.
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Single-loop learning assumes goals are fixed and only considers ways to reach those goals.
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Study Notes
- Charles Handy identified four organizational culture types: power, role, task, and person.
- Power cultures have a single dominant person or group, centralized decision making, and decisions based on influence.
- Role cultures operate through logic and rules, emphasize defined roles, and are least conducive to change.
- Task cultures focus on project work, devolve decision making to projects, and thrive in creative environments.
- Person cultures exist to serve members and have minimal structures.
- Deal and Kennedy proposed a typology of culture, strategy, and environment, including tough-guy, macho, work-hard/play-hard, bet-your-company, and process cultures.
- Tough-guy cultures have high risks, focus on speed, and have high turnover.
- Work-hard/play-hard cultures emphasize the team and have low risk.
- Bet-your-company cultures invest heavily in long-term projects and have top-down decision making.
- Process cultures focus on technical perfection and are effective in stable environments.
- Scholz added three dimensions to bring culture and environment together: external-induced, internal-induced, and evolution-induced.
- Five culture types emerged: stable, reactive, anticipating, exploring, and creative.
- Segmentalist cultures compartmentalize problems and have weak coordinating mechanisms.
- Integrative cultures combine ideas from unconnected sources, encourage differences, and are outward looking.
- Single-loop learning assumes goals are fixed and only considers ways to reach those goals.
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Description
Learn about the four organizational culture types proposed by Charles Handy in 1993. This includes the power culture, where a single person or group dominates decision making and influence plays a significant role.
