1. Corporate culture (Connect) Culture is the thing that makes organizations feel different from each other. Different companies, even companies in the same industry, just do things differently. You can experience this for yourself by going to two local supermarkets-one a part of a large chain and the other locally owned. Look around you. Does someone offer to help you when you walk in the door? Do the employees seem happier at one location compared to the other? Do people wear uniforms at one place, but not at the other? All of these things can give you clues about the company's culture. In the following diagram, identify the levels of corporate culture. Culture that can be seen at the surface level 1. Artifacts, such as dress, office layout, symbols, slogans, ceremonies Deeper values and shared understandings held by organization members 2. Expressed values, such as "The Penney Idea," "The HP Way" 3. Underlying assumptions and deep beliefs, such as "people here care about one another like a family (Source: Daft, R. L., & Marcic, D. (2015). Understanding management (9th ed., p. 77). Stamford, CT: Cengage Learning) To be effective, an organization's culture must the external environment. Which of the following statements are true about organizational culture? Check all that apply. Employees may be unaware of the underlying assumptions that guide an organization's culture. Culture can create a competitive advantage for a company. The actions managers take can change a company's culture. A company's culture cannot be taught-managers must hire people who fit the organizational culture.
3. Types of culture (Connect, Perform) In the following diagram, identify the different types of corporate cultures Needs of the Environment Flexibility Stability External Culture Culture mas Strategic Focus D Culture Culture Internal Sources: Based on D. R. Dension and A. K. Mishra. (March-April 1995). Toward a Theory of Organizational Culture and Effectiveness. Organization Science, 6(2), 204-223; Hooijberg, R., & Petrock, F. (1993). On Cultural Change: Using the Competing Values Framework to Help Leaders Execute a Transformational Strategy. Human Resource Management, 32(1), 29-50; Quinn, R. E. (1988). Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance. San Francisco: Jossey-Bass. The culture emerges in an environment that requires fast response and high-risk decision making. Identify the corporate culture type illustrated in each management style description presented in the following table. Corporate Culture Type Description Management style is characterized by innovation and risk-taking Management style is characterized by security and predictability. Management style is characterized by high performance demands and accomplishments. Management style is characterized by teamwork and participation.
2- Match external environment
3- 1st 2nd and 3rd should be checked
The actions managers take can change a company's culture.
Culture can create a competitive advantage for a company.
Employees may be unaware of the underlying assumptions that guide
an organization's culture
4- A -adaptability culture
5- Adaptability culture
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