Quiz 2

Question 1

Wells Fargo assumptions

Answer 1

1

Question 2

Wells Fargo values

Answer 2

making money and hitting targets

Question 3

Wells Fargo norms

Answer 3

opening fraud accounts

unapproachable leaders

Question 4

Wells Fargo artifacts

Answer 4

1

Question 5

how was Wells Fargo culture dysfunctional

Answer 5

1

Question 6

how was Wells Fargo identity dysfunctional

Answer 6

1

Question 7

how was Wells Fargo character dysfunctional

Answer 7

1

Question 8

Starbucks assumptions on culture identity and character

Answer 8

1

Question 9

Starbucks values, norms, artifacts

Answer 9

1

Question 10

Microsoft strategies that were used to change culture

Answer 10

1

Question 11

TED how to create collective creativity

Answer 11

creative abrasion, creative resolution and creative agility
create a space to compare and combine their own skills and innovations
invert the hierarchy by increasing strength of many who are completing day to day tasks
create a space where everyone’s genius can be harness and used together

Question 12

organizational culture

Answer 12

a system of shared meaning comprised of

assumptions, value, norms, artifacts

Question 13

organizational identity (OI)

Answer 13

the shared image of who we are as an organization held by its members
comprised of central and distinctive traits

organizational reputation is the image non members have of the org, there should be overlap

Question 14

organizational character

Answer 14

the moral traits of the org
represents the extent the org behaves with integrity and how it interacts with stakeholders
culture and identity determine character

Question 15

how are culture, identity and character an obstacle

Answer 15

when they do not support strategy, impede adaptation, or cause dysfunctional behaviors

Question 16

how can changes to culture, identity and character be built

Answer 16

8 steps of change kotter and cohen
founders and leaders are important
create a vision of shared beliefs, values, behaviors, traits and continually communicate them
HR practices hiring, firing, reward, punishment’s, orientation, are important for building a reinforcing components
must be built into belief system, values, norms, artifacts, and image of the organization
use critical events, stories, rituals
foster mindfulness
society culture shapes org culture and character
(hofstede handout)

Question 17

examples of transformative org culture components

Answer 17

table 6.4

Question 18

examples of transformative org identity components

Answer 18

table 6.5

Question 19

examples of transformative org character components

Answer 19

table 6.6

Question 20

how China, India, US cultures vary

Answer 20

hofstede handout

Question 21

how do individuals cope with cognitive dissonance (Global/ethical insights)

Answer 21

under 6.1

Question 22

2

Answer 22

2

Question 23

who are stakeholders

Answer 23

someone who can impact an organization or be impacted by it

Question 24

attributes of key stakeholders

Answer 24

someone who has power, legitimacy and an urgent claim

Question 25

characteristics of positive relationships

Answer 25

based on trust competence integrity benevolent

Question 26

why are relationships a resource

Answer 26

can build economy, money, customers, talent social information and support administrative coordination and communication psychological and physical health that evoke positive emotions

Question 27

why are shareholders a resource

Answer 27

above table 7.1

Question 28

types of org crises

Answer 28

``` physical technical economic political human and social legal ethical natural environmental ```

Question 29

multidimensional consequences

Answer 29

``` Physical – damage to buildings –Natural environmental – contaminated water –Economic – financial losses –Legal – legal liability –Political – tarnished reputation –Technical – damage to equipment –Human and Social – death, injury, trauma, effects on stakeholder relationships ```

Question 30

crisis management components

Answer 30

``` staff teams plan systems space and stuff ```

Question 31

crisis staff component

Answer 31

Multi-functional crisis teams – corporate, | business groups/divisions, plant or branch

Question 32

crisis team component

Answer 32

1

Question 33

crisis plans component

Answer 33

1

Question 34

crisis systems component

Answer 34

Plans and Procedures– for different types of crises that specify roles, degree of urgency, contact information, response procedures, and protocols

Question 35

crisis space and stuff component

Answer 35

Equipped control room or a command center –Specific crises needs e.g., hospitals in a pandemic –Specific crises resources. E.g., hospital beds, masks, and ventilators in a pandemic

Question 36

what is org structure

Answer 36

a control and coordinating mechanism that groups people determines who has power channels comms

Question 37

situational factors for effective organizational structures;

Answer 37

external environment org strategy tech size of org

Question 38

when to change structure

Answer 38

``` environmental changes strategy changes tech changes size changes imbalance in differentiation, control, centralization ```

Question 39

structure attributes

Answer 39

see handout

Question 40

steps to changing structure

Answer 40

heart of change steps

Question 41

design issues

Answer 41

differentiation and integration control and creativity centralization and decentralization

Question 42

stakeholders of boston bombing

Answer 42

1

Question 43

how were boston bombing stakeholders a positive resource

Answer 43

1

Question 44

boston bombing crisis management structure

Answer 44

1

Question 45

how was boston bombing crisis management structure built

Answer 45

1

Question 46

key stakeholders of starbucks

Answer 46

1

Question 47

key stakeholders of microsoft

Answer 47

1

Question 48

how were stakeholders of starbucks a resource

Answer 48

1

Question 49

how were stakeholders of Microsoft a resource

Answer 49

1

Question 50

how were starbucks structure changes made

Answer 50

1

Question 51

how were microsoft structure changes made

Answer 51

1

Question 52

3

Answer 52

3

Question 53

what are HR systems

Answer 53

1

Question 54

what are HR systems role during org change

Answer 54

1

Question 55

how can orgs develop and train more employees

Answer 55

1

Question 56

how can orgs recruit and hire more employees

Answer 56

1

Question 57

how can orgs remove and reduce more employees

Answer 57

1

Question 58

how can orgs recognize and reward more employees

Answer 58

1

Question 59

strategy of Disney

Answer 59

1

Question 60

culture (norms, assumptions, values) of disney

Answer 60

1

Question 61

how HR systems were implemented at disney | training, rewarding, hiring

Answer 61

1

Question 62

how Disney HR supported their strategy

Answer 62

1

Question 63

how disney HR built on the transformative capacity

Answer 63

1

Question 64

how starbucks used HR to manage growth

Answer 64

1

Question 65

how microsoft used HR to manage growth

Answer 65

1

Question 66

how starbucks used HR to manage decline

Answer 66

1

Question 67

how microsoft used HR to manage decline

Answer 67

1