POM_Module 9: Culture and Diversity

What are the 3 levels of Corporate Culture?

• Surface Values, Expressed Beliefs, Core Assumptions
• Artifacts, Values, and Assumptions

• Tangible Values, Stated Beliefs, Foundational Assumptions
• Visible Values, Core Beliefs, Fundamental Principles

IBM once had a company song book.

• TRUE

• FALSE

How many Key Dimensions of Organizational Culture are there?

• 7

• 3
• 8
• 10

Some industries have strong personalities and values that companies reflect goals upon

• TRUE

• FALSE

Founders are built around regulations and policies that can’t be changed and industries that are creative, innovative, and fun

• TRUE

• FALSE

What are the Methods for Maintaining Corporate Culture

• Regular communication, leading by example, fostering employee development, recognizing and rewarding employees, promoting work-life balance
• Promoting a toxic work environment
• Ignoring employee feedback
• Recruiting Hiring Onboarding Training

When you walk into a business setting, you should be able to see __________of business’s organizational culture

• Visible Signs

• Audible Signs

• Tangible Signs

• Intangible Signs

Initiating Cultural Change involves

• Initiating Cultural Change involves creating a sense of complacency
• Initiating Cultural Change involves a series of steps including identifying the need for change, creating a sense of urgency, developing a vision and strategy, communicating the change vision, empowering employees for broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture.
• Initiating Cultural Change involves ignoring the need for change
• Initiating Cultural Change involves avoiding communication of the change vision

Diversity is now required by law and is a recommended strategy

• TRUE

• FALSE

Managing Cultural Change involves

• Focusing only on long-term wins and neglecting short-term goals
• Implementing changes without a clear vision
• Excellent communication

  Changing leaders who present barriers to change

  Training programs

  Changing reward systems and corporate symbols

  Changing look and feel of the workplace

• Ignoring the need for change and maintaining the status quo