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UW MSCI 211 CH13 Practice
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 ______,
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 _________, ...
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
______ 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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