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Consists of the values and assumptions shared within an organisation. It defines what is important and unimportant in the company and, consequently, directs everyone in the organisation towards the ‘right way’ of doing things.

a) organisational content

b) organisational culture

c) organisational ethics

d) organisational value system

e) organisational expectations

Organisational culture


______ ____ consists of shared values and assumptions

a) organisational content

b) organisational culture

c) organisational ethics

d) organisational value system

e) organisational expectations

Organisational Culture.


_____ are stable, evaluative beliefs that guide our preferences for outcomes or courses of actions in a variety of situations.

a) ethics

b) assumptions

c) values

d) thoughts

e) cognitions

f) behaviours



Non-conscious, taken-for-granted perceptions or ideal prototypes of behaviour that are considered the correct way to think and act towards problems and opportunities

a) values

b) shared assumptions

d) cultural values

d) culture

e) ethics

shared assumptions


These these tend to be non-conscious, taken-for-granted beliefs. Implicit mental models, ideal prototypes of behaviour. S______ _______

a) shared assumptions

b) shared values

c) shared ethics

d) shared culture

e) shared beliefs

Shared assumptions.


conscious beliefs. Evaluates what is good or bad, right or wrong. s______ ______

a) shared assumptions

b) shared values

c) shared ethics

d) shared culture

e) shared priorities

Shared values.


Artifacts of organisational culture include: physical s___; l____; r___ and c____; s___ and l____; 

physical structures. lanugage. rituals and ceremonies. stories and legends.


Organisational culture is not defined by E______ values. It consists of E_____ values that most leaders and employees truly rely on to guide their decisions and behaviour.

Organisational culture is not defined by ESPOUSED values. It consists of ENACTED values.


organisational _______ refers to the relative ordering of shared values

a) organisational ethics

b) organisational values

c) organisational content

d) organisational beliefs

e) organisational priorities

organisational content.


Organisational culture dimensions (O'Reilly, Chatman, Caldwell). I______, S_____, R____ for p_____, O_____ Orientation, A______ to d_____, t_____ orientation, A______

Innovation, Stability (predictability security, rule-oriented), Respect for people (fairness, tolerance), Outcome Orientation (action-oriented, high expectations, results-oriented), Attention to detail (Precise, analytic), team orientation (collaboration, people - oriented), Aggressiveness (competitive, low emphasis on social responsibility) .



The ______ perspective assumes that when an organisation's culture changes, it shifts from one unified condition to a new unified condition.

a) aligned values perspective

b) parallel learning perspective

c) simultaneous change perspective

d) ethical perspective

e) integration perspective

integration perspective. oversimplied. culture is usually quite blurry - cannot be estimated through employee surveys alone.


the values and assumptions shared most consistently and widely by the organisation's members.

dominant culture.


Subcultures serve two important functions: 1. maintain organisations s____ of performance and e____ behaviour (surveillance and critical review) 2. Spawning grounds for emerging v____ that keep the organisation a____ with evolving needs and expectations of customers, suppliers, communities and other stakeholders.

1. maintain organisations standards of performance and ethical behaviour. (surveillance and critical review). 2. Spawning grounds for emerging values that keep the organisation aligned with the evolving needs and expectations of customers, suppliers, communities and other stakeholders.


An organisation's culture needs to be deciphered through a thorough investigation of _______. Symbols or indicators of culture.



observable symbols and signs of a organisation's culture, such as the way visitors are greeted, the organisation's physical layout and how employees are rewarded



culture is c_____ (values and assumptions inside people's heads), wheras a____ are observable manifestations of the culture




In order to truly understand a organisations culture, we need to sample information from a variety of organisational artefacts including

- listening to everyday conversations - studying written documents and emails - observing workplace behaviour - viewing physical structures and setting s and interviewing staff about corporate stories.


Four broad catagories of artefacts include: 1. Organisational s___ and L____ 2. R____ and C_____ 3. Organlisational L_____ 4. P_____ S_____ and S______

1. Organisational stories and legends 2. Rituals and Ceremonies 3. Organisational Language 4. Physical Structures and Symbols.


These serve as powerful social prescriptions of the way things should (or should not) be done. They add human realism to corporate expectation. They produce emotions in listeners, and tend to improve listeners' memory of the lesson within the story

Organisational Stories and Legends.


programmed routines of daily organisational life that dramatise an organisation's culture. Include how visitors are greeted, how often senior executives visit subordinates, how people communication, how much time emploees take for lunch etc.

Rituals and Ceremonies Rituals are repetitive, predictable evvents that symbolise the underlying cultural values and assumptions.


More formal artefacts than rituals. PLanned activities conducted specifically for the benefit of an audience



How employees talk to and describe customers, express anger and greet stakeholders area ll verbal symobls of cultural values = O________ L_______

Organisational Language


Buildings, which reflect and influence an organisation's culture is an example of P______ S_____ and S_____

Physical Structures and Symbols


"____" organisational culture - this refers to how wodiely and deeply employees hold the company's dominant values and assumptions

"strong" organisational culture. = institutionalised through well-established artefacts.


Strong organisational culture functions through. 1. C____ System 2. S____ g____ 3. S____ m____

1. Control System - deeply embedded form of social control - influences employee decisions and behaviour. 2. Social Glue - bonds people together and makes them feel part of the organisational experience. 3. Sense Making - helps people make sense of what is going on and why things happen in the company.


Studies have found only a ______ _____ relationship between culture strength and organisational effectiveness.

moderately positive


The link between strong culture and organisational effectiveness relies on three contingencies: 1. whether culture content is ____ with the _____ 2. Wether the culture is moderately strong, not ____-____ 3. wether the culture incorporates a ______ culture.

1. whether culture content is aligned with the environment 2. Whether the culture is moderately strong, not cult-like 3. whether the culture incorporates a adaptive culture


One reason why corporate cults may undermine organisational effectiveness is that they: lock people into m____ m____

lock people into mental models (blind them to new opportunities and unique problems).


The other reason corporate cults may undermine organisational effectiveness is that they: suppress d_____ subculture v_____

suppress dissenting subculture values. (don't allow for subcultural diversity).


A ______ _____ diagnoses cultural relations between the companies and determines the extent to which cultural clashes will be likely to occur

bicultural audit. (analyses differences between companies).