Reference no: EM133064813

Chapter 11. Organizational Culture and Control.

Overview:

Chapter 11 explores corporate culture and its relationship to organizational control. The first section describes corporate culture, its origins and purpose, and how to identify and interpret culture by looking at rites and ceremonies, stories and sayings, symbols, organization structures, and power relationships. Culture reinforces the strategy and structural design needed for effectiveness. Next, the chapter turns to the correlations between culture and performance, specifically how a strong culture is needed to ensure long-term high performance. And finally, the chapter explores various control mechanisms, such as the feedback control model, the balanced scorecard, and behavior and outcome control, all viewed through the lens of culture.

1. Define organizational culture and identify symbols, rituals, stories, or other observable elements that signal cultural values in a company you are familiar with.

2. Describe the four types of organizational culture.

3. Explain the relationship between culture, corporate values, and performance.

4. Explain how managers create a high-performance culture.

5. Contrast a decentralized culture of control with a hierarchical culture of control.

6. Explain the feedback control model.

7. Describe the balanced scorecard's value for organizational control.

8. Many of the companies on Fortune magazine's list of most admired companies are also on its list of most profitable ones. Some people say this proves that high social capital translates into profits. Other people suggest that high profitability is the primary reason the companies have a good culture and are admired in the first place. Discuss your thinking about these two differing interpretations.

9. What importance would you attribute to leadership statements and actions for influencing cultural values in an organization? Explain.

Attachment:- Chapter 11-Organizational Culture and Control.rar