Chapter 4

Question 1

Culture

Answer 1

The specific collection of values and norms that are shared by people which control the way they interact with each other and with other stakeholders. “the way we do things around here”

Question 2

Values

Answer 2

Beliefs relating to the goals an organisation should pursue, and the way in which organisational members should behave when pursuing these goals

Question 3

Power culture

Answer 3

Power derives from one person at the top and radiates from the centre like a web. Personal relationships with this person are more important than any formal title or position

Question 4

Role Culture

Answer 4

Authority is clearly delegated in a highly defined structure with a hierarchical bureaucracy

Question 5

Task Culture

Answer 5

Teams are formed to solve particular problems with power deriving from expertise

Question 6

Person culture

Answer 6

Individuals believe themselves to be superior to the organisation

Question 7

Work hard play hard culture

Answer 7

Stress comes from quantity of work, rather than uncertainty. High-speed action leads to high-speed reaction

Question 8

Tough guy macho culture

Answer 8

Stress comes from high risks with focus on the present rather than on the long-term

Question 9

Process culture

Answer 9

Low stress, plodding work. Development of bureaucracies and other ways of maintaining the status quo

Question 10

Bet the company culture

Answer 10

Stress comes from high risks and delay before knowing if actions have paid off.

Question 11

Artefacts

Answer 11

Obvious, visual symbols of an organisation’s culture

Question 12

Values

Answer 12

What is important in the organisation

Question 13

Assumptions

Answer 13

The deepest level of cultural awareness that determines behaviour

Question 14

Norms

Answer 14

Unwritten guidance on how people should behave in a given situation

Question 15

Hard elements

Answer 15

Feasible and easy to identify. They can be found in strategy statements, corporate plans, organisational charts etc

Question 16

Soft elements

Answer 16

Difficult to describe since capabilities, values and elements of corporate culture are continuously developing and changing. They are highly determined by people in the organisation

Question 17

Market control

Answer 17

Resources are allocated to successful parts of the organisation. This works well when the structure of the organisation is relatively loose and where outputs can be measured

Question 18

Personal Control

Answer 18

Control is maintained by the owner of the business and is therefore found in small organisations. As the organisation grows control will move towards bureaucratic or output control

Question 19

Bureaucratic Control

Answer 19

Control is maintained through rules and processes. This can be linked to rewards and punishment of subordinates

Question 20

Output control

Answer 20

Control is maintained by agreeing and measuring standards of output

Question 21

Clan control

Answer 21

Control through culture of an organisation. It assumes that staff have the same aspirations as the management of the organisation. Individuals work within the accepted norms and values.