Understanding Organisational Culture

The video tutorial explains the iceberg model of organizational culture, highlighting the visible and hidden aspects of culture. It defines culture as a shared set of beliefs and values within a community and introduces the cultural web model. The tutorial discusses subcultures, cultural fluidity, and the importance of understanding hidden cultural elements for effective change management. It concludes with practical advice on applying the iceberg model to improve communication and planning.

What does the iceberg model of organisational culture primarily illustrate?

• The financial structure of a company

• The hierarchy of management

• The visible and hidden aspects of culture

• The technological advancements in an organisation

How is culture defined in a larger social context?

• As a collection of technological tools

• As a complex frame of reference with shared traditions and values

• As a set of financial goals

• As a list of company rules

What does the cultural web model include as elements of organisational culture?

• Stories, symbols, and power structures

• Marketing strategies and sales figures

• Financial reports and budgets

• Technological tools and software

What is an example of a subculture within an organisation?

• The company's board of directors

• The entire workforce

• The marketing and sales team

• The external stakeholders

Why is culture considered fluid?

• Because it is always the same

• Because it changes with each generation or team

• Because it is only about language

• Because it is not important

How many new words are typically added to English dictionaries each year?

• 800 to 1000

• 300 to 500

• 100 to 200

• 1500 to 2000

Why is the iceberg model useful in change management?

• It helps in financial planning

• It highlights hidden cultural aspects that affect change

• It provides a list of company rules

• It focuses on technological advancements

What can happen if cultural aspects are ignored during mergers?

• The merger will succeed

• The merger will fail

• The merger will be delayed

• The merger will have no impact

What is a common reason for the failure of IT initiatives in organisations?

• Lack of funding

• Ignoring cultural impacts

• Outdated technology

• Too many employees

What should leaders consider to make their plans more likely to succeed?

• The company's location

• The number of employees

• The hidden cultural beliefs and values

• The financial budget