Which of the following statements is true of the organizational design and the life-cycle of a firm? You are commenting using your WordPress. You are commenting using your Google account. You are commenting using your Twitter account.
202 Chapter 13 Quiz
You are commenting using your Facebook account. Notify me of new comments via email. Notify me of new posts via email. Primary Menu Home Syllabus. Search Search for:. Companies implement their strategies by analyzing the organizational culture, human capital, and measurement. Organizational structure b. Value chain c. Synergy d. Horizontal specialization refers to how much an employee creates, executes, and administers activities in a certain area of the firm.
The repetitive nature of specialized jobs lends itself to quick and efficient training of new resources. Extreme job specialization tend to increase the level of job satisfaction among workers. Vertical specialization refers to the breadth of activities that are performed in a certain job. Thomas, the head of the marketing department in an organization, has structured his department in such a way that the roles and responsibilities of his workers are loosely defined.
Moreover, he does not exert too much control over his workers and encourages two-way communication. His workers tend to be highly satisfied with their jobs when compared to those in the finance department, headed by John who exerts more control. Bureaucracies can withstand a diverse workforce and high turnover. Bureaucracies are not suitable for large, complex organizations.
Bureaucracies are often considered the most inefficient methods of control. Bureaucracies are more suited to creative and innovative environments. Which of the following is a key advantage of the clan approach? Clearly defined roles and responsibilities b. Self-regulating characteristics of employees c. Close personal surveillance of superiors over subordinates d.Find Flashcards.
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What Is Organizational Culture?
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Organizational Behavior, Version 1. Chapter Organizational culture is a system of shared assumptions, values and beliefs that show employees what are appropriate and inappropriate behaviors. Research suggests that corporate strategy is the most important factor for business success, but organization culture is a close second. Researchers found a relationship between organizational success, measured by indicators like revenues, sales and market share, and organizational culture.
The three levels of organizational culture are beliefs, assumptions and artifacts. The deepest or innermost level of organizational culture is values. Firms with an aggressive culture can face a number of lawsuits because of the focus on outperforming the competitor at all costs. Outcome-oriented cultures hold managers accountable for performance but not employees. If performance pressures increase too much, individuals begin to see their peers as competitors and short-term results become important, which can create unethical behaviors.
A strong culture always outperforms a weak culture because of the consistency of expectations. Subcultures can arise from the personal characteristics of employees and managers or the conditions of the workplace.
Employee perceptions of subcultures have little impact on employee performance or commitment to the organization. Countercultures are never tolerated in an organization once they are identified. Founder values are a part of the company culture regardless of the success of the firm. Companies within the same industry generally have similar organizational cultures, but on occasion, they can be wildly different.
The industry influence over culture suggests that it may not be possible to duplicate the culture of a firm in another industry. Organizational cultures help determine who is hired by a firm. Organization choice of individuals for employment is impacted by culture, but that culture also impacts the self-selection out of that process by some individuals.
Individuals high in agreeableness would likely seek out firms with aggressive cultures. Person-organization misfit is one of the important reasons for employee turnover. The attraction-selection-attrition process is an example of a method that maintains a certain level of homogeneity in personalities and values within an organization.
Onboarding activities in a firm produce higher levels of job satisfaction in new employees but have little impact on their organizational commitment long term. The inability to network is a major reason why new employees either leave their jobs voluntarily or are terminated within the first two years of employment.
It is less important to find an individual to serve as a mentor who personifies company values than to find an individual who is enthusiastic about participating in the program. A firm that rewards the achievement of goals only, and not the process to achieve those goals, is likely to have an outcome-based culture.
A firm that uses a ranking system where employees are pitted against each other for the top rewards is more likely to have an aggressive culture. The behaviors that are punished, ignored or rewarded are likely to help determine how a culture evolves in a firm.
All mission statements are effective because they describe who the companies are and what they do.Homebox longjumeau
Extending benefits to full- and part-time employees as well as spouses and domestic partners can convey to those employees the people orientation of the firm. Culture is generally resistant to change efforts. Two conditions that help effect a cultural change include experiencing failure in a firm and changes in the external environment impacting the firm. The first step in the cultural change process is changing leaders and the leadership team. The culture of a company is heavily impacted by the culture of its nation of origin.
The Japanese culture emphasizes harmony, so it is highly unlikely a Japanese company would have an aggressive culture.Organizational culture is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social and psychological environment of an organization.
Culture is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid The Business Dictionary. While the above definitions of culture express how the construct plays out in the workplace, other definitions stress employee behavioral components, and how organizational culture directly influences the behaviors of employees within an organization.
Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. Also, organizational culture may influence how much employees identify with their organization Schrodt, Business leaders are vital to the creation and communication of their workplace culture. However, the relationship between leadership and culture is not one-sided. While leaders are the principal architects of culture, an established culture influences what kind of leadership is possible Schein, A deeply embedded and established culture illustrates how people should behave, which can help employees achieve their goals.
This behavioral framework, in turn, ensures higher job satisfaction when an employee feels a leader is helping him or her complete a goal Tsai, From this perspective, organizational culture, leadership, and job satisfaction are all inextricably linked. Leaders can create, and also be created or influenced by, many different workplace cultures. These differences can manifest themselves is a variety of ways including, but not limited to:.
How members of an organization conduct business, treat employees, customers, and the wider community are strong aspects of person culture and market culture.
Test - Organizational Culture Ch 16 Flashcards Preview
Person culture is a culture in which horizontal structures are most applicable. Each individual is seen as more valuable than the organization itself. This can be difficult to sustain, as the organization may suffer due to competing people and priorities Boundless, Adaptive cultures value change and are action-oriented, increasing the likelihood of survival through time Costanza et al.
Adhocracy cultures are dynamic and entrepreneurial, with a focus on risk-taking, innovation, and doing things first ArtsFWD, How power and information flow through the organizational hierarchy and system are aspects of power cultures, role cultures, and hierarchy cultures. Power cultures have one leader who makes rapid decisions and controls the strategy. This type of culture requires a strong deference to the leader in charge Boundless, Role cultures are where functional structures are created, where individuals know their jobs, report to their superiors, and value efficiency and accuracy above all else Boundless, Hierarchy cultures are similar to role cultures, in that they are highly structured.
They focus on efficiency, stability, and doing things right ArtsFWD, How committed employees are towards collective objectives are parts of task cultures and clan cultures. In a task culture, teams are formed with expert members to solve particular problems. A matrix structure is common in this type of culture, due to task importance and the number of small teams in play Boundless, Clan cultures are family-like, with a focus on mentoring, nurturing, and doing things together ArtsFWD, Organizational culture is not stagnant.
Changing organizational culture is not an easy undertaking. Employees often resist change and can rally against a new culture. Thus, it is the duty of leaders to convince their employees of the benefits of change and show through collective experience with new behaviors that the new culture is the best way to operate to yield success.Which of the following statements best reflects the power of the cultural rituals and customs that people observe?
Digital culture stands for the changes brought about by contemporary digital, networked and personalised media in our society. Skip to main content. Chapter 2: Culture and People. Which of the following statements best defines culture?
Culture is a particular way of life of a group of people. Culture is an ideology comprised of false belief systems. Culture is a site of oppression. Culture is only rules and norms. Which of the following best describes the emic approach? The emic approach views each culture as a unique entity that can only be examined by constructs developed from inside the culture.
The emic approach focuses on identifying culture-specific aspects concepts and behaviour which cannot be compared across all cultures. Emic knowledge and interpretations are those existing within a culture, that are shaped by local customs, values, meanings, and beliefs. Culture is subject to change over time. Culture may be examined by applying predetermined categories.
Only elites create culture. Culture is resistance to change. Which of the following statements best describes subculture? There are subcultures within culture.
Subcultures give their members feelings of anxiety and fear only. Subcultures can be defined by ethnicity, social class, organization and geographic region. There are subcultures within culture, and subcultures can be defined by ethnicity, social class, organization and geographic region. Which of the following statements is NOT true of organizational culture? Employees hold beliefs and values governing their behaviour.Warning letter to contractor format
Employees develop shared interpretation of organizational reality. Subsidiaries of the same organization operating in different countries have exactly same values. Organizational culture gives employees a sense of identity.Your email address will not be published. Educational flashcards. Which of the following organizational culture dimensions is characterized by risk taking and low cautiousness? In the context of elements of organizational culture, which of the following falls under shared assumptions?
Which of the following is a characteristic of an adaptive corporate culture? Which of the following statements is true about organizations with strong culture? Most employees across all subunits understand and embrace the dominant culture.
Which of the following is a disadvantage of the integration strategy? It is usually slow and potentially risky due to many forces preserving the existing culture. Bark Inc. They perform a detailed diagnosis by collecting and analyzing data about the employees of the two companies.
They identify several overlapping values, which they feel can be combined into a cohesive new culture. This process is known as:. Whenever a team in Ads Today, an advertising firm, wins a new contract, the successful team rings a loud bell and breaks out a bottle of champagne.
In organizational culture, this practice would be considered:. Which of the following are the observable indicators of organizational culture?
Which of the following statements is true about realistic job interviews? One of the first steps to minimize a cultural clash in a merger is to:.
Which of the following is true about organizational culture? A deculturation strategy of merging two corporate cultures should be applied:. During which of the following stages of socialization do people first learn about the organization and job? Organizations that tolerate or encourage subcultures with dissenting values:. In the context of organizational socialization, the adjustment process is better for:.We had a wonderful ten days touring every passable road in the West and South of Iceland.
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For the most part we ate in restaurants located in the local areas as opposed to the hotels as some of the menus were very restrictive in selection. Breakfasts provided at the accommodations were fresh and lots of variety. Visited local museums but did not book any extra activities (whale watching, guided tours) as we prefer to explore on our own. We had an amazing trip.
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21 Which Of The Following Statements Are True About Organizational Culture
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