UW MSCI 211 CH13 Practice

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Can you name the UW MSCI 211 CH13 Practice?

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System of shared actions, values, and beliefs that develops within an organization and guides behaviour of its members 
Has a major impact on _________ ________ 
Top of culture iceberg (eg, artifacts, paintings, furniture) 
middle of culture iceberg (eg, espoused values, what people say, what you can hear) 
bottom of culture iceberg (eg, basic underlying assumptions, what we expect work to be like, etc), 
Reaching goals and dealing with outsiders; concerns include the tasks to be accomplished, methods to achieve goals and to cope with success and failure 
The creation of a collective identity and finding ways of working together 
What is our ____ _______? 
How do we ________? 
What are our _____? 
How do we _____ ___ _____? 
What ________ ______ are important?  
How do we measure _______? 
What do we do if specific ______ aren’t met?  
How do we tell others how ____ we are? 
When do we ____? 
What is our unique ________? 
How do we view the _____? 
Who is a ______? 
How do we allocate ______, 
...and __________? 
How do we __________? 
What is the basis for __________? 
unifying set of shared actions, values and beliefs across entire organization 
unique patterns of values and philosophies within a group that fit with the dominant culture of the larger organization 
patterns of values and philosophies that reject those of the larger organization 
Cox suggests organizations should value diversity but block transfer of subcultures from society into the organization by developing ___(1)____. 
Educate so increased _________, ... 
...no ________. 
Integrate structure so no relationship between a ________ _________ _____ and any particular job  
Integrate _______ _______ 
Break link between naturally occurring group ______ and ______ of firm  
Work to eliminate _______ between individuals based on group identity or backlash  
eg, stories, rituals, ceremonies 
eg, strategies, goals, philosophies 
eg, taken-for-granted truths shared as a result of joint experience 
E.g., founding of organization, how boss reacted to a mistake, why someone fired  
E.g., how certain occasions are celebrated  
E.g., jargon, company/department terms 
E.g., uniform 
______ culture has value system broadly and deeply shared by members. It results in the following: 
Strong _______ _______ 
Increased ___________ of employees 
Stable ______ system 
Reduced need for ______ controls  
___-dimensional view of the organization and its environment 
An unproven and often unstated belief that is accepted uncritically 
Managers moving from dealing with one _______ _______ to another must be sensitive to different expectations, generally accepted solutions  
Culture influences _________ as do structure and strategy  
CATEGORY NAME starts with management ______(2)____ 
(2) establishes generally understood _________ 
(2) provides a consistent way of approaching new _________ 
(2) helps keep individuals together by assuring them path to ______ is known 
One approach to CATEGORY NAME: Directly ______ing observable culture, shared values, common assumptions 
One approach to CATEGORY NAME: Using organizational ____________ ___________ to modify specific elements of the culture  
Managers modify ______ ______ of culture, e.g., interpret situations in new ways, create new rituals  
Managers set ______, e.g., relative attention paid to customers, shareholders, employees  
Direct attempts to change values by resocializing often ____ 
comprehensive approach to planned change designed to improve overall effectiveness (hint, acronym is OD) 
OD assumes: _______ for individuals, their need for growth in supportive environment, their capacity to take responsibility  
OD assumes: Belief that ______ can be good for people and organizations 
OD assumes: Respect for __________ of the organization as a system of interdependent parts  
One type of goal addressed by OD 
One type of goal addressed by OD 
The process of systematically collecting data on an organization, feeding it back for action planning, and evaluating results by collecting and reflecting on more data 
Collection of data from questionnaires answered by members, results interpreted and action planned  
One-day meeting conducted by OD facilitator to identify needed improvements 
Realign whole organization or major subsystem  
Representative members in periodic, small-group, problem-solving sessions  
Series of activities to collaboratively examine how the group functions and how it could function better  
Structured activities guided by OD consultant to improve specific aspects, e.g., norms, communication, cohesiveness  
To help two or more groups improve their working relationship  
Process through which individuals clarify their expectations about what they are to give and receive from each other in the work relationship  
Creates a long-term fit between individual goals and career opportunities in the organization, e.g., job enrichment  
Structured opportunities for individuals to work with their managers on career issues  

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Created Nov 7, 2011ReportNominate
Tags:211, description, practice, term