WorksheetsImpact of Organisational Culture on Operations
Total questions: 18
Worksheet time: 20mins
What factors create organisational culture?
The thoughts and values of new employees.
The founders hire and keep only the employees who does not think and feel the same way they do.
The founders do not indoctrinate and socialise these employees to their way of thinking and feeling.
The founders’ own behaviour acts as a role model that encourages employees to identify with them and thereby internalise their beliefs, values and assumptions
Factors that sustain an organisational culture include:
Employees: where employees help establish behavioural norms that are adopted by the organisation.
Indoctrination: this is the process that helps existing employees adapt to the organisation’s culture.
Socialisation: this is the process that helps existing managers adapt to the organisation’s culture.
Selection: this is concerned with how well the candidates will fit into the organisation and provides information to candidates about the organisation.
Dysfunctional effects of organisational culture are:
Institutionalisation: a condition that occurs when an organisation takes on a life of its own, apart from any of its members, and acquires immortality.
Barriers to change, when a culture’s values are aligned with the values necessary for rapid change.
Barriers to diversity, when weak cultures put considerable pressure on employees to conform, which may lead to institutionalised bias.
Barriers to acquisitions and mergers, when compatible cultures can destroy an otherwise successful merger.
What factors create organisational culture?
The thoughts and values of new employees.
The founders hire and keep only the employees who does not think and feel the same way they do.
The founders do not indoctrinate and socialise these employees to their way of thinking and feeling.
The founders’ own behaviour acts as a role model that encourages employees to identify with them and thereby internalise their beliefs, values and assumptions
A positive organisational culture is one that:
Increases barriers to diversity which may lead to institutionalised bias.
Builds on employee weakness by emphasising and showing workers how they can capitalise on their strengths.
Rewards more than it punishes by articulating praise and ‘catching employees doing something right'.
Emphasises group vitality and growth by helping employees learn and grow in their jobs and careers.
__________________ help turn routine activities into valuable, important actions:
shared values
ambiguous descriptions
sagas/ stories
culturally shared symbols
While walking through the offices during an interview with the marketing director, John notices the way people dress, the arrangement of their offices, and how the employees treat each other when passing in the hallways. This information about the company reflects its __________.
Structural Culture
Core Culture
Observable Culture
Environmental Culture
Displayed Culture
What does the following statement define "the way things are done around here"?
Staff turnover
Supply and Demand
Competition
Culture
Which of the following has the most significant influence on the formation of an organization's culture?
Union representatives and bargaining agreements.
HR policies and procedures.
The organization's approach towards total rewards.
The industry, environment and leaders of the organization.
Which of the following best describes why it is so difficult to change organizational culture?
People are likely to keep their belief system even if data contradicts it.
Senior management will not support changes when a company is performing successfully
It is costly to update all the policies and procedures
Supervisors lack good communication skills
Type of culture in which power is concentrated in hands of one or few:
Person culture.
Task culture.
Power culture.
Role culture.
A culture where power derives from expertise in a project work:
Person culture.
Task culture.
Power culture.
Role culture.
An organizational culture in which people believe to be superior to the organization:
Person culture.
Task culture.
Power culture.
Role culture.
____________ exist in organizations where the focus is on getting results from the work done. Individuals and teams are empowered and have some discretion over their responsibilities.
Power cultures
Role cultures
Task cultures
Person cultures
What type of organisational culture is most likely to deliver stability and efficiency?
Task culture
Role culture
Power culture
People culture
What type of culture is Facebook?
Family Culture
Hierarchy Culture
Adhocracy Culture
Market Culture
"What do I care? - I only work here" is an example of negative cultural indicator of
Performance and excellence
Organisational and personal price
Leadership and supervision
Relationship witth colleagues
"Company problems are our only work problems" is a positive cultural indicator of
Performance and excellence
Customer and consumer relationships
Teamwork and communication
Organizational and personal pride
