Hbo Chapter 16

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CHAPTER 16

Assessment
Answer the following:
1. Describe the seven key characteristics that capture the essence of the organization's culture.
Answer:
The seven key characteristics that capture the essence of the organization's culture:
• Innovation and risk-taking refers to the degree to which employees are encouraged to be
innovative and take risks.
• Attention to detail refers to the degree to which employees are expected to exhibit precision,
analysis, and attention to detail.
• Outcome orientation refers to the degree to which management focuses on results or
outcomes rather than on the techniques and processes used to achieve them.
• People orientation refers to the degree to which management decisions take into
consideration the effect of outcomes on people within the organization.
• Team orientation refers to the degree to which work activities are organized around teams.
• Aggressiveness refers to the degree to which people are aggressive and competitive rather
than easygoing.
• Stability refers to the degree to which organizational activities emphasize maintaining the
status quo in contrast to growth.

2. Contrast organizational culture and job satisfaction.


Answer:
Organizational culture and job satisfaction both relate to one’s organization but
should not be confused with one another.
Organizational culture is mainly concerned with the employees’ perception on how
the organization behaves and how its culture is, regardless whether they like it or not. On the other
hand, job satisfaction is evaluative in nature and deals with the employees’ contentment; it relates
to the response of the employees to the organization’s work context.

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3. Identify the functional and dysfunctional effects of organizational culture on employees.
Answer:
The functional effects of organizational culture on employees are:
• Defines boundaries
• Conveys a sense of identity
• Generates commitment beyond oneself
• Enhances social stability
• Sense-making and control mechanism
Meanwhile, the dysfunctional effects of organizational culture on employees are:
• Institutionalization
• Barrier to change
• Barrier to diversity
• Barrier to acquisitions and mergers

4. List the factors that maintain an organization's culture.


Answer:
The factors that maintain an organization’s culture are:
• Selection – seek out those who fit in.
• Top management – establish norms of behavior by their actions.
• Socialization – help new employees adapt to the existing culture.

5. Identify and describe the phases of organizational socialization.


Answer:
There are three phases of organizational socialization: pre-arrival, encounter, and
metamorphosis.
• Pre-arrival – when the employee learns about the organization by reading various
articles/literature, watching interviews or hearing testimonies/experiences of other
people.
• Encounter – when the employee starts the job, experiences the organization and
socializes with its members firsthand; this is usually where expectations are gauged with
reality.

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• Metamorphosis – when the employee has adjusted and adapted to the organization and
its existing organizational culture.

6. How can culture be transmitted to employees? Provide examples for each.


Answer:
The most common ways on how culture is transmitted to employees are as follows:
• Stories – examples of these are things such as the organization’s founders, rule breaking,
reactions to past mistakes, and so forth.
• Rituals and ceremonies – examples are awards given to employees, medals and/or
certificates given to students on graduation day and others.
• Material/Cultural symbols – examples are assigned parking space for senior executives in
the company, larger offices given to senior managers, luxury automobiles given to senior
or successful officers of the organization.
• Language – examples are the formality, jargons, and other terms or wordings that relate
to the organization, its employees and its culture.

7. Explain how an ethical culture can be established.


Answer:
One way to establish an ethical culture is when the managers themselves act as role
models on what is acceptable behavior and ethics within the workplace. Also, establishing certain
written codes or rules regarding ethical expectations so that the employees may gauge themselves
and adapt; this can be done through a seminar or by word of tongue. Lastly, a mechanism or structure
that either awards those who abide by the ethical culture of the company, punishes those who do not,
or both.

8. What is a positive organizational culture and what key variables are used in creating it?
Answer:
A positive organizational culture is one that builds on employee skills and strengths in
order for them to develop and grow as individuals. Employees are not afraid to try new things and feel
good about what they are contributing as this rewards more than it punishes. This concept is relatively
new so we are still uncertain on how and when it works best.
The key variables used in creating a positive organizational culture are as follows:

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• Top leadership principles
• Nature of the business
• Company values, policies, and work ambiance
• Clients and external parties
• Recruitment and selection

9. What is the relationship between national culture and a global organization’s organizational
culture?
Answer:
The main relationship between the two cultures is that the national culture can affect
the organizational culture in various ways; meanwhile, organizational culture cannot affect the
national culture in the same way.
National culture varies from country to country and is the collective values, principles,
etc of the citizens of a country; which when applied in an organization, may create cultural shock. It is
deeply embedded in every individual within a nation and would be extremely difficult to alter or
manipulate. This greatly affects a global organization’s organizational culture for it is difficult to
transport and implant organizational culture from one country to another.
On the other hand, organizational culture refers to practices, rituals, behaviors, etc
that are limited within an organization. These are also present in practices that are not as long-lasting
compared to the source of national culture – it is much easier to manipulate or affect. However,
organizational culture can evolve once it is influenced by or through adoption of the national culture/s,
with the help from the organization’s leadership, good decision-making, and a value system.

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