Is the degree to which organizational activities emphasize maintaining the status quo in contrast to growth?

Stability (the degree to which organizational activitiesemphasize maintaining the status quo in contrast togrowth)5.Itdescribes how the cultural dimensions can be combined tocreate organizations that are significantly different.B.Strong versus Weak Cultures1.Strong culturesare found in organizations where key valuesare intensely held and widely shared.2.Whether an company’s culture is strong, weak, or somewhere inbetween depends on organizational factors such as size, age,employee turnover rate, and intensity of original culture.3.A culture has increasing impact on what managers do as theculture becomes stronger.4.Most organizations have moderate-to-strong cultures. In theseorganizations, high agreement exists about what is importantand what defines “good” employee behavior, for example.5.Studies of organizational culture have yielded various results.One study found that employees in firms with strong cultureswere more committed to their firm than were employees in firmswith weak cultures. Organizations with strong cultures also usedtheir recruitment efforts and socialization practices to buildemployee commitment. An increasing body of research suggeststhat strong cultures are associated with high organizationalperformance.C.The original source of an organization’s culture is usually a reflection ofthe vision or mission of the organization’s founders. The culture is aresult of the interaction between the founders’ biases and assumptionsand what the first employees subsequently learned from their ownexperiences.D.How an Organization’s Culture Continues1.When a culture is in place, practices help to maintain it.2.Hiring practices reflect the culture in terms of “fit.”3.Actions of top executives help to maintain the culture.4.New employees learn the organization’s way of doing thingsthroughsocialization—the process that helps employees adaptto the organization’s culture.5.summarize how an organization’s culture is established andmaintained.E.How Employees Learn Culture1.Culture is transmitted principally through stories, rituals,material symbols, and language.2.Organizational stories are one way that employees learn theculture. These stories typically involve a narrative of significantevents or people.3.Rituals are repetitive sequences of activities that express andreinforce the key values of the organization, which goals aremost important, and which people are important or expendable.

: the degree to which organizational activities emphasize maintaining the status quo in contrast to growth.C.Each of these characteristics exists on continuum from low to high.D.Appraising an organization on the strength of each provides a basis for the shared understanding members have about theorganization, how things are done in it, and they way they are supposed to behaveE.Organizational culture shows how employees perceive the characteristics of an organization, not whether they like them - thatis, it’s adescriptiveterm.1.Research on organizational culture has sought to measure how employees see their organization: Does it encourageteamwork? Does it reward innovation? Does it stifle initiative?F.In contrast, job satisfaction is anevaluativeterm: it seeks to measure how employees feel about the organization’s expectations,reward practices, and the like.II.Do Organizations Have Uniform Cultures?A.Organizational culture represents a perception the organization’s members hold in common.B.Statements about organizational culture are valid only if individuals with different backgrounds or at different levels in theorganization describe the culture in similar terms.C.Within the organization, thedominant cultureexpresses thecore valuesa majority of members share and that give theorganization its distinct personality.1.Dominant Culture:a culture that expresses the core values that are shared by a majority of the organization’smembers.2.Core Values:the primary or dominant values that are accepted throughout the organization.D.Zappos culture values customer care and dedication over speed and efficiency, which explains the behavior of executives andemployees.E.In addition to dominant cultures of each organization,subculturestend to develop in large organizations in response tocommon problems or experiences a group of members face in the same department or location. Most large organizations havea dominant culture and numerous subcultures.1.Subcultures: minicultures within an organization, typically defined by department designations and geographicalseparation.2.If organizations were composed only of subcultures, the dominant organizational culture would be significantly lesspowerful. It is the “shared meaning” aspect of culture that makes it a potent device for guiding and shaping behavior.III.Strong versus Weak Cultures:A.If most employees (responding to surveys) have the same opinions about the organization’s missions and values, the culture isstrong; if opinions vary widely, the culture is weak.B.In astrong culture, the organization’s core values are both intensely held and widely shared. The more members who acceptthe core values and the greater their commitment, the stronger the culture and the greater its influence on member behavior.The reason is that a high degree of shared values and intensity create a climate of high behavioral control.1.A strong culture should reduce employee turnover because it demonstrates high agreement about what theorganization represents. Such a unanimity of purpose builds cohesiveness, loyalty, and organizational commitment.

Which of these is the degree to which organizational activities emphasize maintaining the status quo in contrast to growth?

Is the degree to which organizational decisions and actions emphasize maintaining the status quo?

What does the degree to which management focuses on results rather than techniques used to achieve them define?

Which culture includes the degree to which management decisions consider the effects on people in the organization?