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30 Cards in this Set

  • Front
  • Back
The three levels of cultural analysis highlighted in the text concern:

observable culture, shared values and common assumptions
stories, rites and rituals
symbols, myths and stories
cultural symbols, myths and sagas
observable culture, shared values and common assumptions
The methods that organizational groups develop and teach to new members are called:

shared values
common assumptions
observable culture
founding stories
observable culture
The taken-for-granted truths refers to which level of cultural analysis?

shared values
common assumptions
belief systems
observable culture
common assumptions
Which level of analysis deals with a description of an awards banquet?

shared values
belief systems
philosophy
observable culture
observable culture
____________________ are unique patterns of values and philosophies within a group that are not inconsistent with the dominant culture of the larger organization or social system.

observable cultures
countercultures
organizational cultures
subcultures
subcultures
Patterns of values and philosophies that outwardly reject those of the larger organization or social system are called:

countercultures
common assumptions
corporate cultures
subcultures
countercultures
Corporate culture refers to:

an extreme form of counterculture

a culture that has grown organically along with an organization’s history

an attempt by managers to deliberately create and mould organizational culture

an attempt by managers to implement payment by results
an attempt by managers to deliberately create and mould organizational culture
The notion of culture as root metaphor views it as:



a counterculture aiming to undermine core values

a culture that has grown organically along with an organization’s history

an attempt by managers to deliberately create and mould organizational culture

a totalitarian model similar to that described in Orwell’s Nineteen Eighty-Four
a culture that has grown organically along with an organization’s history
The creation of a collective identity and the means of matching methods of working and living together is internal:

culture
bonding
differentiation
integration
integration
What is the process of reaching goals and dealing with outsiders?

internal integration

external adaptation

goal setting

cultural bonding
external adaptation
Organizational culture is said to help deal with which two fundamental problems?

external adaptation and internal integration

external adaptation and goal setting

internal integration and external legitimacy

establishing common goals and common language
external adaptation and internal integration
Lessons learned from the heroic effort of an embattled entrepreneur are called:


founding stories

sagas

sagas


organizational myths

cultural symbols
founding stories
Heroic accounts of accomplishments are called:

sagas
myths
rituals
symbols
sagas
An object, act or event that serves to transmit cultural meaning is called a __________.

foundation saga
rite
ritual
symbol
symbol
Standardised activities at special times/occasions that may have practical consequences are called:

symbols
myths
rites
terminal values
rites
In Handy’s power culture type, an organization’s culture is dominated by:

set rules, procedures and job descriptions
a powerful central figure
members’ interests, particularly ‘star performers’
teams formed for specific task performance
a powerful central figure
In Deal and Kennedy’s typology of culture, a process culture is characterised by:

a need for precision and uniformity

a need for ‘fun’ at work

need to take quick decisions

significant investment with many years before results are apparent
a need for precision and uniformity
Corporations with a ‘strong culture’ are:

more successful and easier to change than other firms

more successful than other firms because they prize diversity

more difficult to change than other firms

more suited to international operations
more difficult to change than other firms
In corporations with a ‘strong culture’ one would expect:

a broadly held and deeply shared common value system

many countercultures

few myths

a flexible and dynamic social system
a broadly held and deeply shared common value system
Unique, shared values can:

reduce collective commitment
enhance ambiguity
provide a stable social system
provide the need for formal and bureaucratic controls
provide a stable social system
__________________ help turn routine activities into valuable, important actions:

shared values
ambiguous descriptions
sagas
culturally shared symbols
shared values
The novel used as an illustration of the totalitarian aspects of organizational culture is:

Emma by Jane Austen
A Suitable Boy by Vikram Seth
Mad Cows by Kathy Lette
Nineteen Eighty-Four by George Orwell
Nineteen Eighty-Four by George Orwell
Most management writing on organizational culture adopts the following perspective:

ragmentation
ambiguity
integration
critical
integration
Which of the following is NOT an example of a cultural form?

‘employee of the month’ award
branding
the story of how the company was founded
the assumptions held by the Managing Director
the assumptions held by the Managing Director
The ___________________ perspective views organizational culture as a system of shared meanings, unity and harmony.

fragmentation
ambiguity
differentiation
integration
integration
Societal-level culture can affect organizational culture due to:

culturally-derived attitudes being embodied by employees

institutional factors setting limits on how an organization operates

managers exhibiting culturally-derived preferences e.g. on responsibility

all of the above
all of the above
When using organizational culture to help the organization to compete:

allow employees to become disenchanted when facing initial technical barriers

take the opportunity to reassess approaches to decision making when adding new products to an existing market

use ‘conventional wisdom’ when adjusting to new markets with new products

when entering the market slowly, give competitors as big a lead as possible
take the opportunity to reassess approaches to decision making when adding new products to an existing market
The ___________________ is the shared set of understandings in an organization about what is correct behaviour and how ethical issues will be handled…

cultural aspect

ethical climate

organizational symbolism

integrated ethics
ethical climate
A well-developed management philosophy is important because:

it is unique

it can help the firm financially

it provides a consistent way of approaching novel situations

it is built upon diversity
it provides a consistent way of approaching novel situations
If employees hold values which contradict those of dominant coalitions:

organizational culture will necessarily be characterised by destructive conflict

it will always be difficult to change ‘the way we do things around here’

an organization’s performance will inevitably decline

differences may be a source of creativity and diversity
differences may be a source of creativity and diversity