148 chapter 10 organizational culture and change 3

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Chapter 10: Organizational Culture and Change 3. Assess your organizational environment and be sure that the tone and the tempo of the change fit the organization. Timing is everything. 4. Serve as a role model for the behaviors sought by the organizational change. Actions speak louder than words. 149
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Chapter 10: Organizational Culture and Change REVIEW QUESTIONS AND SUGGESTED ANSWERS 1. (Learning Objective 1) How does an organization’s culture evolve? The initial culture typically reflects the personality, drive, and ambition of the founder of the firm. Over time, the culture of a firm reflects its experiences and its efforts to maintain a sustainable competitive advantage. 2. (Learning Objective 2) What are the two basic components of organizational culture? The first is substance, which consists of shared systems of beliefs, values, expectations, and norms. The second is form, which consists of the observable ways that members of an organization express ideas. These components are shown in Figure 10.1. 3. (Learning Objective 3) Why are rites, rituals, and ceremonies important for organizational members? Through rites, rituals, and ceremonies, participants gain an understanding of beliefs, values and norms that are important to the organization’s culture. Examples include regular ceremonies to spotlight positive work achievements and reinforce high-performance expectations, product promotions, and farewell parties. 4. (Learning Objective 4) How can culture influence an organization’s competitive advantage? Assuming that an organization has a good vision and mission, then if it also has a strong culture that is focused on the mission, that will guide everyone in the organization to achieve that mission. Essentially, the strong culture aligned with the mission guides, encourages, coordinates, and focuses everyone’s behavior and attention on the mission. 5. (Learning Objective 5) Suggest ways managers can change organizational culture. Changing an organization’s culture can be very complicated. Managers can modify the visible forms of culture, such as the organization’s language, stories, rites, rituals, and sagas. They can change the lessons to be drawn from common stories and even encourage employees to see a different reality. Because of their positions, top-level managers can interpret situations in new ways and adjust the meanings attached to important organizational events. Of course, managers can also use training and other interventions to give information to organizational members and educate them. Managers can also use rewards to encourage new behavior. 6. (Learning Objective 6) Identify and describe the targets of planned change. There are four primary targets of change: individual, group, organizational, and environmental.
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  • Spring '10
  • n/a
  • organization’s culture, Perry Ellis, Munsingwear

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