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Exam 14: Organizational Culture, socialization, and Mentoring

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Question 41

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Sizmos Inc.chairman,Alex Granger,commented that "if employees are given a fun,rewarding place to work where they can express their creativity,in return the firm will get innovation,diehard loyalty,and world-class customer service." This is an example of an organization with an adhocracy culture.

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Question 42

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Which of the following is not a dimension along which socialization tactics can vary?

A) individual versus collective
B) fixed versus variable
C) investiture versus divestiture
D) serial versus disjunctive
E) managerial versus peer

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Question 43

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Peter is a resident surgeon at his local hospital.Before he could start his residency,he had to complete four years of medical school,and then two years of internship.Identify the socialization process that Peter had to undergo.

_____ is the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person.

The __________ phase spans two to five years and entails the junior person receiving a host of career and psychosocial guidance.

What is a hierarchical culture? How is this type of culture defined in the CVF? What would it be like to work in this type of culture?

Organizations with adhocracy cultures are described as

Northwest Bank wants to maintain a positive presence and a vision for the future-to stay around for the long term and to do good for communities.First,the bank works with employees,the people who deliver the promise day in and day out.Then,employees expand the process to include customers.Customers applying for a loan should write a statement about how they plan to stay around for the long term and do good for their communities.This is an example of

P.C Daunt has a culture that is known as the "Dauntless Way"-a culture driven around values of integrity,ethics,teamwork,and customer service.The company has continuously grown since its inception.Employees work in teams and consider themselves a family.There are monthly all-hands meetings to celebrate achievements and to share the status of the business.Employees also are incentivized to achieve a combination of individual and team goals.Recent market pressures have caused the company to expand its core business of providing products to other companies that manufacture computer components to the consulting side of this market.Management believes the company has the human and social capital needed to expand into the services side of its markets. 1.The company hires employees with no technology experience because it could not find people with the combination of technological and consulting experience. 2.The computer components division and the consulting division began to compete for people and resources,leading to a break in the family-based culture that previously existed.In addition,each was expected to contribute equally to the company's bottom line.Animosity has grown between the two divisions and finally management agreed to allow each to function independently.In addition,the reporting structure changed.Tech reported to tech managers; consulting reported to other consultants. In addition to internal conflict,it appears that subcultures are forming across the two divisions.This is partly due to the fact that the company has no formal socialization or onboarding process.Leaders also have different views about rewards and recognition.Leaders in the consulting business want to reward their employees based on total sales whereas the computer components incentivizes employees based on on-time delivery and customer satisfaction. The push to promote the new strategy has led to an environment in which employees were not allowed to question superiors.The director of human resources believes that employees feel that the culture is changing and there is no transparency from senior management.She also notes that employees are under unbearable pressure to do their jobs and to meet the firm's ambitious goals with very limited resources to get the job done. Personnel have started to leave the company in large numbers and customer service has significantly declined.The chief executive officer and director of human resources are meeting later today to discuss a plan of action. Using the 3-Step Problem-Solving Approach and the Organizing Framework,identify the primary problem and make recommendations to address the issue.

Larry Page,Google's cofounder and former CEO,describes the culture as a "family" environment.He said,"My job .... is to make sure everybody in the company has great opportunities,and that they feel they're having a meaningful impact and are contributing to the good of society....It's important that the company be a family,that people feel that they're part of the company,and that the company is like a family to them.When you treat people that way,you get better productivity." This is an example of _____ culture.

Jill has joined the police academy.During the training process,Jill and the other cadets are made to wear uniforms and maintain an immaculate appearance.The trainers address her as "officer" instead of using her first name.All the cadets are told they are no longer ordinary citizens but representatives of the police force.This is the ______ form of organizational socialization.

Which of the following mechanisms for changing organizational culture addresses only the level of basic underlying assumptions of culture?

Maria,a local high school student,has an interest in marine life.She applies for a mentee position and is matched up with a mentor who treats her interest in marine life as important.The scientist also helps Maria understand the relationship between statistics,an area where she is struggling in school,and her interest in marine life.Jenny begins to understand the statistics used by the scientist while conducting marine research.Which stage of the mentoring process is Maria experiencing?

Hunter & Associates started as a small three-person firm.It has evolved to a 58-person company,managing over 100 projects for multiple clients.The managing team recognizes that the company needs to develop a "sense of itself," and so focuses on defining the organizational culture. Identify and discuss the four functions of organizational culture.Use an example of a real organization to illustrate each of these functions.

Mottollo Pasta uses their website to explain that five traits make their culture distinctive-creativity,sustainability,family,community,and diversity.What level of organizational culture does this represent?

Amy has recently joined a new research institute.She had initially thought that her job would entail a lot of field work,which would allow her to gain some practical experience,but her manager just gives her a lot of paperwork instead.She is also learning to adjust to the strict dress code that the company enforces on all of its employees.Amy is in the _________ stage of the socialization process.

Organizational cultures can drive employee attitudes,performance,and organizational effectiveness,thereby leading to competitive advantage.

The two dimensions of the competing values framework are

What cultural types represent competing values?

Clan organizations