Test
inkom 8
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Preguntas del test (23)
1Corporate / organizational culture (schein 1985)
- A1) Organizational culture is the pattern of basic assumptions
- B2) that a given group has invented, discovered, or developed
- C3) in learning to cope with its problems of external adaptation and internal integration,
- D4) and that has worked well enough to be considered valid
- E5) and, therefore, to be taught to new members
- F6) as the correct way to perceive, think, and feel in relation to those problems.
2Organizational culture: 3 levels
- AOutward view: Artifacts
- BVisible organizational structures and processes
- CAlthough easy to see, they can be hard to decipher
3Organizational culture: 3 levels
- AInward view: Espoused values
- BStrategies, goals, philosophies declared and endorsed by the organization
4Organizational culture: 3 levels
- AInward view: Basic underlying assumptions
- BUnconscious beliefs that the people within the organization hold to be true
5Organizational culture and innovation
- A1) Organizational culture is one of the key organizational assets
- B2) that plays a crucial role in determining the organization‘s effectiveness (Peters & Waterman 1982)
- CInnovation is a key driver for corporations’ sustainability and growth development (OECD 2010)
- D1- Innovation is “a process that involves the generation, adoption, implementation
- E2- and incorporation of new ideas, practices and artifacts within organizations” (Axtell et al. 2000)
6Competing Values Framework (CVF) (Cameron & Quinn 1999)
- AFlexibility + internal -> CLAN
- B- Employee participation in decision making process
- C- Team work
- D- Empowerment
7Competing Values Framework (CVF) (Cameron & Quinn 1999)
- AFlexibility + external -> ADHOCRACY
- B- Change and adaption oriented
- C- Creativity thinking
- D- Entrepreneurial behaviours
8Competing Values Framework (CVF) (Cameron & Quinn 1999)
- AFocus + stability -> HIERARCHY
- B- Rules and regulations
- C- Control improve effiency
- D- Internal stability
9Competing Values Framework (CVF) (Cameron & Quinn 1999)
- AFocus + stability -> MARKET
- B- Goal achievement
- C- Competition
- D- Producer and competitor roles
10Adhocracy culture
- A1) Typically associated with driving innovation.
- B2) • Prioritizes flexibility, creativity; encourages experimentation, embraces change, and empowers employees to take risks and explore new ideas.
- C3) Often promotes a non-traditional and entrepreneurial mindset -> allowing employees to challenge the status quo and find novel solutions to problems.
- D4) • Employees are empowered to take initiative, learn from failures, and explore new possibilities.
- E5) However, fostering innovation is a complex process influenced by various factors beyond organizational culture, such as leadership, resources, structures, and external market conditions.
- F6) • Thus, adhocracy culture is not the sole determinant of an organization’s innovative capacity.
11Relationship between national and organizational culture
- A1) • Organizations and their organizational cultures are nested within nations and their societal culture, organizational culture is often affected by the national culture where the company was founded (where HQ/headquarters is).
- B2) The behavior of employees is shaped by organizational culture, but it is also influenced by the respective national culture of the person (Buchanan & Huczynski 2004; Jung et al. 2008).
- C3) National culture also shapes the style of leadership and the way leaders function (House et al. 1999).
- D4) At the same time, the behaviors of the leaders are influenced and altered in response to the culture of the organization, that is, organizational culture influences the functions of leaders (Schein, 1992).
- E5) Communication between employees is – among many other things – influenced by the organizational as well as the national culture.
12Conflict
- AConflict is “the perceived and/or actual incompatibility of values, expectations, processes,
- Bor outcomes between two or more parties over substantive and/or
relational issues” (Ting-Toomey 1994, p. 360) - CInterpersonal conflict is disputes between two (or more) organizational members (Putnam & Poole 1987)
13Study on workplace conflict (CPP 2008) -> Study among 5,000 full-time employees in Belgium, Brazil, Denmark, France, Germany, Ireland, the Netherlands, the United Kingdom and the United States.
- ACauses of workplace conflict are, among others:
- B- personality clashes and warring egos (49%)
- C- stress (34%) and heavy workloads (33%)
- D- culture / clash of values (18%) (Brazil: 24%)
- E- perceived discrimination (10%)
14Intercultural conflict and face
- AIntercultural conflict:
- B- Any implicit or explicit antagonistic struggle between persons of different cultures due, in part, to cultural or ethnic group membership differences. (Ting-Toomey 2008)
- C- Cultures affect the ways we name, frame, blame, and attempt to tame conflicts (LeBaron 2003, p. 3)
15Intercultural conflict and face
- AFace:
- B- A person’s sense of favorable self-worth or self-image experienced during communicative situations
o Emotional extension of self-concept
o A universal concept - C- The strategies to negotiate face are learned growing up in social interactions
16Face negotiation theory (FNT) by Ting-Toomey
- A1) • Assumes that, no matter the culture, everyone is concerned with the preservation of face
- B2) • Seeks to explain why members of different cultures manage conflict differently
- C3) • Four main tenets of FNT (Oetzel et al. 2001):
- D- People in all cultures try to maintain and negotiate face in all situations involving communication
- E- “Face” is especially problematic in uncertain situations involving conflict
- F- Cultural, individual-level and situation variables influence cultural members selection of face concerns over others
- G- This combination of variables will influence the use of various conflict and facework strategies in interpersonal and intergroup encounters
- H4) • The cultural variables “power distance” and “individualism vs collectivism” play a central role in FNT
17Three types of face
- A1. Self face
- The concern for one’s own image - B2. Other face
- The concern for someone else’s image - C3. Mutual face
- The concern for both parties’ images or, more broadly, the image of the relationship between the parties as a whole - D• Facework
- The communicative strategies employed to manage one’s own face or to support or challenge another’s face
- A1. Self face
18Conflict communication styles
- A- Dominating/competing
- B- Emotional expression
- C- Passive aggression
- D- Compromising
- E- Integrating
- F- Obliging
- G- Third-party help
- H- Avoiding
19Research findings
- A• Individualists (e.g., US respondents) tend to use more direct, self-face concern conflict behaviors (e.g., dominating style)
- B• Collectivists (e.g., Taiwanese and Chinese respondents) tend to use more indirect, otherface concern conflict behaviors (e.g., avoiding and obliging styles).
- C• Self-face concern has been associated positively with dominating and emotionally expressive conflict styles.
- D• Other-face/mutual-face concern has been associated positively with integrating, obliging, and compromising conflict styles.
20Individualists vs. collectivists in conflicts
- AIndividualists:
- B• Individualists are outcome oriented in conflict
- C- Become frustrated when feelings aren’t asserted honestly.
- D- Conflict is perceived as productive when tangible resolutions are reached.
21Individualists vs. collectivists in conflicts
- ACollectivists:
- B• Collectivists are process oriented in conflict
- C- Conflict is perceived as threatening when substantive issues are addressed before facework management.
- D- Conflict is perceived as unproductive when face issues and group feelings are not addressed properly.
22Context and conflicts
- ALow context:
- B• Low-context cultures are more direct and explicit in conflict
- C- Separate conflict from the individual.
- D- Prefer a solution-oriented style.
23Context and conflicts
- AHigh context:
- B• High-context cultures are more indirect and implicit in conflict
- C- Connect conflict with the individual
- D- Prefer a non-confrontational style.
Información
- Descripción
- Test sobre inkom 8, creado por Koster Laura el 27/05/2025.
- Autor
- Koster Laura
- Idioma
- English
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