Midterm Exam

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Question Description

1.One of the key things that needs to be considered in a merger or acquisition is how the two companies will manage the process of “combining” (or not) the two corporate cultures. Review the lecture slides for Chapter 14 posted to Canvas under Week1 about the importance of a bi-cultural audit and strategies for managing organizational culture during a merger/acquisition. Also review the 3 articles posted under Week 1--“WhyTony Hsieh Sold Zappos” , “Inside Amazon” , and “Zappos CEO Distances”.

a) Given the Competing Values Framework in your text and the readings posted, how would you describe the corporate culture of Zappos as compared to the corporate culture of Amazon? Why do you say this (provide examples/evidence to back up your answer)?

b) In 2009, Amazon acquired Zappos, how was the “marriage” of the two corporate cultures handled? How well does this arrangement appear to be working? Do you have any concerns about Zappos’ ability to maintain its culture going forward?

c) Given Amazon’s recent purchase of Whole Foods, how do you think that this will impact the corporate culture of Whole Foods? Do some research and provide some evidence to support your answer.

2.Given the Time Magazine article (“How High is Your XQ?”) on personality testing posted to Canvas under Week 2:

a) What appear to be the trends in how companies are utilizing data analytics and personality testing for employment?

b) The article cites advantages and disadvantages of using these. What are these and what your thoughts about this?

3.This question has two parts.

a) With regard to the article “On the Folly of A While Hoping for B” posted to Canvas under Week 3 , what can be learned about problems with reward systems and how they are designed? Which example did you like the best and why? How can organizations learn/benefit from this?

b) Please paste the following link into your browser and watch the Ted Talk by Dan

Pink on motivation and rewards.

What does Dan argue that companies should focus on when attempting to motivate

employees and why? Do you agree with his views? Why/why not? How is this similar or different from job enrichment?

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CHAPTER 14 Organizational Culture, Socialization, and Mentoring ©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Major Questions You Should Be Able to Answer 14.1 What is culture and why is it helpful to understand its layers and functions? 14.2 How are different types of organizational culture related to outcomes? 14.3 What mechanisms or levers can I use to implement culture change? 14.4 How can I integrate the findings of socialization research with the three phases of socialization? 14.5 How can I use mentoring to foster personal and professional success? ©McGraw-Hill Education. Organizational Culture The set of shared, taken-for-granted, implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments • Shared concept • Learned over time Four Characteristics of Organizational Culture: • Influences our behavior at work • Impacts outcomes at multiple levels ©McGraw-Hill Education. Drivers and Flow of Organizational Culture Jump to Appendix 1 for description ©McGraw-Hill Education. Three Levels of Organizational Culture Observable artifacts • The physical manifestation of an organization’s culture Espoused versus enacted values • Espoused values: explicitly stated values and norms that are preferred by an organization • Enacted values: values and norms that are actually exhibited or converted into employee behavior Basic underlying assumptions • Organizational values that have become taken for granted ©McGraw-Hill Education. Four Functions of Organizational Culture ©McGraw-Hill Education. Test Your OB Knowledge (1 of 4) Which level of organizational culture is the hardest to change? A. artifacts B. transactional C. enacted values D. espoused values E. basic underlying assumptions ©McGraw-Hill Education. Competing Values Framework This gives us four types of organizational culture, each with different core values and different sets of criteria for assessing organizational effectiveness. Jump to Appendix 2 for description ©McGraw-Hill Education. Types of Organizational Culture Clan (Collaborate) • • • Internal focus, flexibility valued rather than stability and control Achieving effectiveness by encouraging collaboration, trust, and support Adhocracy (Create) • External focus and flexibility valued • Creation of new products and services • Culture adaptable, creative, and fast to respond to the marketplace Employee-focused Hierarchy (Control) Market (Compete) • Internal focus, formalized and structured work environment • Strong external focus and stability and control valued • Stability and control valued over flexibility • Competition • Strong desire to deliver results and accomplish goals • Efficiency, timeliness, and reliability ©McGraw-Hill Education. Outcomes Associated with Organizational Culture • Organizational culture is related to measures of organizational effectiveness. • Employees are more satisfied and committed to organizations with clan cultures. • Innovation and quality can be increased by building characteristics associated with clan, adhocracy, and market cultures. • Financial performance is not strongly related to organizational culture. • Market cultures tend to have more positive organizational outcomes. ©McGraw-Hill Education. Subcultures Often not a single homogeneous culture Rather, multiple subcultures that either intensify the existing cultural understanding and practices or diverge from them Subcultures often form around: • Functional or occupational groups or work roles • Divisions or departments • Geographical areas • Products, markets, technology • Levels of management ©McGraw-Hill Education. Test Your OB Knowledge (2 of 4) Jane works in an organization where quality and efficiency are highly valued. This organization's culture is likely A. hierarchy. B. adhocracy. C. goal-driven. D. clan. E. market. ©McGraw-Hill Education. The Process of Culture Change Four truths about culture change 1. Leaders are the architects and developers of organizational change. 2. Changing culture starts with one of the three levels of organizational culture: artifacts, espoused values, basic underlying assumptions. 3. Consider how closely the current change aligns with the organization’s vision and strategic plan. 4. Use a structured approach when implementing culture change. ©McGraw-Hill Education. Mechanisms for Creating Culture Change (1 of 5) Formal statements Design of physical space Using formal statements of: • Organizational philosophy Physical spacing among people and buildings • Mission Location of office furniture • Vision E.g., open office or flexspace • Values • Materials used for recruiting Represent visible artifacts ©McGraw-Hill Education. Mechanisms for Creating Culture Change (2 of 5) Slogans, language, acronyms, and sayings Role modeling, training, coaching • Often powerful forces for cultural change Structure training to provide an indepth introduction about organizational values and basic underlying assumptions • Easy to remember Explicit rewards, status symbols • Strong impact on employees due to highly visible and meaningful nature • Strongest way to embed culture ©McGraw-Hill Education. Stories, legends, or myths Powerful way to send messages about values and behaviors that are desired Mechanisms for Creating Culture Change (3 of 5) Organizational activities and processes Leader reactions to critical incidents • Leaders pay attention to those activities they can measure and control • People learn and pay attention to emotions exhibited by leaders. • These can send messages to employees about acceptable norms • Positive emotions spread. ©McGraw-Hill Education. • Negative emotions travel faster and further. Mechanisms for Creating Culture Change (4 of 5) Rites and rituals Workflow and organizational structure • Planned and unplanned activities and ceremonies • Hierarchical structure versus flatter organizations • Used to celebrate important events or achievements • Reducing organizational layers • Empower employees and increase employee involvement ©McGraw-Hill Education. Mechanisms for Creating Culture Change (5of 5) Organizational systems and procedures and organizational goals Reflected in how an organization manages • Communication • Promotion • Recruitment • Layoffs • Selection • Retirements • Development ©McGraw-Hill Education. Test Your OB Knowledge (3 of 4) Jackson Electronics would like to change their organizational culture to emphasize clan culture. Jackson should use all of the following methods EXCEPT A. develop training programs to teach the underlying assumption of clan culture. B. have leaders keep information about negative events from employees. C. change the office structure to allow space for employees to collaborate and communicate. D. develop group and team reward systems. E. celebrate employee accomplishments and life events. ©McGraw-Hill Education. The Organizational Socialization Process (1 of 4) What is organizational socialization? The process by which a person learns the values, norms, and required behaviors which permit them to participate as a member of an organization The three-phase model of organizational socialization • Anticipatory socialization • Encounter • Change and acquisition ©McGraw-Hill Education. The Organizational Socialization Process (2 of 4) Phase 1: Anticipatory socialization Occurs before an individual actually joins an organization Information learned about careers and organizations Learned from: • Current employees • Social media • Internet ©McGraw-Hill Education. Realistic job previews: mitigate unrealistic expectations formed during this phase Higher performance Lower quit rates The Organizational Socialization Process (3 of 4) Phase 2: Encounter • Employees come to learn what the organization is really like. • Organizations use onboarding programs. ©McGraw-Hill Education. Phase 3: Change and acquisition Employees master important tasks and roles and adjust to their group’s values and norms. The Organizational Socialization Process (4 of 4) What research tells us • Effective onboarding programs result in increased retention, productivity, and rates of task completion for new hires. • Many organizations use socialization tactics to reinforce a culture that promotes ethical behavior. • Managers need to help new hires integrate with the culture to overcome stress associated with a new environment. • Support for the stage model is mixed, different techniques are appropriate for different people at different times. • Managers should pay attention to the socialization of diverse employees. ©McGraw-Hill Education. Mentoring and Embedding Organizational Culture Mentoring is the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person. Occurs over four phases 1. Initiation 2. Cultivation 3. Separation 4. Redefinition ©McGraw-Hill Education. General Functions of the Mentoring Process Career related Psycho-social related • Sponsorship • Role modeling • Exposure and visibility • Acceptance and confirmation • Coaching • Protection • Challenging assignments ©McGraw-Hill Education. • Counseling • Friendship Building Your Social Capital A broad developmental network aids career success. Consistency and congruence between personal career goals and your developmental network boosts job and career satisfaction. Develop a mentoring plan • Make it goal driven. • Seek out those experienced in the areas in which you want to improve. • What value will you bring to the relationship? • Know when to move on. ©McGraw-Hill Education. Test Your OB Knowledge (4 of 4) All of the following are benefits of the RJP (realistic job preview) process EXCEPT A. leads to higher job performance. B. leads to lower turnover. C. provides a clearer picture of actual job expectations. D. employees may not accept a position after learning about the negative aspects of the job. E. All these are benefits of RJP. ©McGraw-Hill Education. Organizational Culture, Socialization and Mentoring: Putting It All in Context Figure 14.8 Organizing Framework for Understanding and Applying Organizational Behavior Jump to Appendix 3 for description ©McGraw-Hill Education. Copyright 2014 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors. MNGT 56035 Midterm Exam Spring 2019 Peluchette Please prepare a Word document and provide written responses to the following questions. Draw on text material and course readings to support your answers. Submit it via the TurnItIn link provided in the class Canvas site under Week 4. Be sure that your name is on the document. 20 points each 1. One of the key things that needs to be considered in a merger or acquisition is how the two companies will manage the process of “combining” (or not) the two corporate cultures. Review the lecture slides for Chapter 14 posted to Canvas under Week1 about the importance of a bi-cultural audit and strategies for managing organizational culture during a merger/acquisition. Also review the 3 articles posted under Week 1 --“Why Tony Hsieh Sold Zappos”, “Inside Amazon”, and “Zappos CEO Distances”. a) Given the Competing Values Framework in your text and the readings posted, how would you describe the corporate culture of Zappos as compared to the corporate culture of Amazon? Why do you say this (provide examples/evidence to back up your answer)? b) In 2009, Amazon acquired Zappos, how was the “marriage” of the two corporate cultures handled? How well does this arrangement appear to be working? Do you have any concerns about Zappos’ ability to maintain its culture going forward? c) Given Amazon’s recent purchase of Whole Foods, how do you think that this will impact the corporate culture of Whole Foods? Do some research and provide some evidence to support your answer. 2. Given the Time Magazine article (“How High is Your XQ?”) on personality testing posted to Canvas under Week 2: a) What appear to be the trends in how companies are utilizing data analytics and personality testing for employment? b) The article cites advantages and disadvantages of using these. What are these and what your thoughts about this? 3. This question has two parts. a) With regard to the article “On the Folly of A While Hoping for B” posted to Canvas under Week 3, what can be learned about problems with reward systems and how they are designed? Which example did you like the best and why? How can organizations learn/benefit from this? b) Please paste the following link into your browser and watch the Ted Talk by Dan Pink on motivation and rewards. https://www.youtube.com/watch?v=rrkrvAUbU9Y What does Dan argue that companies should focus on when attempting to motivate employees and why? Do you agree with his views? Why/why not? How is this similar or different from job enrichment? ...
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Jkennish
School: UIUC

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Midterm Exam
Question 1

The corporate culture of Zappos compared to Amazon’s corporate culture
The foundation of the corporate culture of Zappos is delivering happiness through its
employees. The principles that the organization follows in relation to creating customer
happiness include the idea of treating everybody as family, hiring for cultural fit, trusting that
the team will create a connection with customers, having fun in the process of meeting
customer needs, and sharing everything such as the performance of the team. Amazon’s
corporate culture is performance driven. This cultural disposition fosters an environment that
encourages employee innovation in their pursuit to improve customer experience. Contrary to
Zappos’ corporate culture, Amazon’s corporate culture is market oriented. In this regard,
Amazon focuses on gaining stability and control in the market, which requires emphasis on
external factors that drive business. For instance, Zappos’ mission is to create an emotional
connection with their customers, which they do through giving the customers handwritten
notes.
The “marriage” of the two corporate cultures
After Amazon’s acquisition of Zappos in 2009, it was essential to find a way through
whic...

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