CMN 136 exam 2 UCD Questions Well
Answered Graded A+
"Language as a Window into Culture" - Answer Looked at culture through linguistic indicators
—one that starts from the bottom up and takes into account the myriad local subcultures that
exist in org's, how individuals fit into those subcultures, and the causes and consequences of
subtle shifts in cultural fit over time. Cultural fit is a dynamic process, not a static end-state. For
individual employees, the relationship they establish with inorganization’s culture is a key
determinant of their success on the job. Fitting in has been correlated with quicker promotions,
higher performance rates, lower likelihood of getting fired, more strongly attached, more
satisfied, and better motivated. However, research suggests thatunder some circumstances,
there me be advantages to keeping some cultural distance at work.Linguistic analysis
investigates behavior not cognition.
What was the research approach used in the study? What were the "linguistic"indicators they
looked for? - Answer Millions of email messages over a five-year period. "I" and "we,"
"would" and "should," how muchcursing was used.
What is the definition and previous research findings of "organizational culture?" - Answer
Culture is a foundational concept in the social sciences, referring to the attitudes, beliefs,
andbehavioral norms that distinguish a group of people. It is the intangible glue that holds a
grouptogether. Culture is among the most deeply rooted parts of human experience, resting on
explicitand implicit understandings about what to believe and how to behave. It is both
cognitive,consisting of shared beliefs and values, and behavioral in that it establishes norms
aboutappropriate conduct. It defines each person's expectations about what others in a group
will sayand do—the common ways of thinking and acting that make working or living with other
groupmembers seem natural.
What do the following terms means: Cultural embeddedness, enculturationtrajectory, structural
embeddedness, internalization, acting on the surface, self-regulation, value congruence, and
perceptual accuracy. - Answer --Cultural embeddedness refers to the degree an individual
internalizes the common culture andaccepts group norms. It describes the extent to which that
person shares values and assumptionswith those around and how much common culture
shapes the interaction with others. It is anevolving condition.
--Each person's relationship with an organization's culture changes over time, creating a
uniqueenculturation trajectory.
--Structural embeddedness refers to how people fit into an organization's social network.
Inparticular, are they members of a tightly knit group or do they instead float, and serve as go-
betweens, among a number of groups.
--The linguistic analysis can distinguish between employees who have deeply
absorbedworkplace culture and those who are merely playacting to get along. This is the
differencebetween internalization and self-regulation: Internalization is seeing oneself as a
group memberand embracing group standards of conduct and self-regulation involves cracking
the group'snormative code and learning to behave accordingly, despite unexpressed cultural
difference.
, --Value congruence refers to how closely an individual's values and beliefs match
thoseprevailing in the organization.
--Perceptual accuracy refers to how well and individual's characterization of the
organization'sculture matches the descriptions of other group members.
What were all the findings of this study? - Answer -- Research has found that people who
serve as a bridge between otherwise disconnectedgroups tend to do better in the workplace
than those who are tightly attached to a single circle.--An employee's career path strongly
reflected a combination of cultural and structuralembeddedness. Specifically, employees who
were embedded either structurally or culturally—butnot both—fared better than their
counterparts who were doubly embedded or not embedded atall.--Employees who stay with
their employer are more likely to have internalized the organization'sculture, while those who
leave had a greater tendency to put up a front. Use of "we" vs. "I."
What is the difference between cultural embeddedness and structural embeddedness? -
Answer Cultural alignment (cultural) vs. close knit social groups (structural)
Know everything about the four employee archetypes. What makes the good onesgood, and
the not good ones, not good? - Answer High CE, High SE=Double embedded actor (Q1).
Culturally integrated and a member of a close-knit group.High CE, Low SE=Assimilated broker
(Q2). Has absorbed the culture and is not bound to a singlegroup.Low CE, Low SE=Disembedded
actor (Q3). A cultural outsider and lacks strong group ties.Low CE, High SE=Integrated
nonconformist (Q4). Is a bit of a cultural misfit but is part of a close-knit circle.--Assimilated
brokers and integrated nonconformists generally did better than disembeddedactors and
doubly embedded actors. Disembedded actors were an order of magnitude more likelyto be
fired that assimilated brokers who also lack strong network membership but fit in culturally.
What was said about conflict in the workplace? - Answer It is common. It is destructive and
constructive. Violence is the number one cause of death on thejob for women and the number
two cause for men
What are the benefits of conflict? - Answer Conflict forces us to analyze goals, it creates
dialogue among employees, and it fosters creativesolutions. It has been linked to organizational
learning and even to improved performance andproductivity. Without conflict, employees and
organizations would stagnate.
What was suggested that managers do to reduce traditional conflicts betweenfunctional units? -
Answer When people are experiencing diverse goals based on their particular work unit goals
thesetraditional conflicts can be reduced by managers reminding their people of the
overarching goals,mission, and vision of the organization as a whole.
What are the sources of conflict? - Answer The organization's hierarchy, ways of doing
business, built-in opposition between units, highlystandardized jobs, large number of workers,
distribution of limited resources, diverse goals.
Answered Graded A+
"Language as a Window into Culture" - Answer Looked at culture through linguistic indicators
—one that starts from the bottom up and takes into account the myriad local subcultures that
exist in org's, how individuals fit into those subcultures, and the causes and consequences of
subtle shifts in cultural fit over time. Cultural fit is a dynamic process, not a static end-state. For
individual employees, the relationship they establish with inorganization’s culture is a key
determinant of their success on the job. Fitting in has been correlated with quicker promotions,
higher performance rates, lower likelihood of getting fired, more strongly attached, more
satisfied, and better motivated. However, research suggests thatunder some circumstances,
there me be advantages to keeping some cultural distance at work.Linguistic analysis
investigates behavior not cognition.
What was the research approach used in the study? What were the "linguistic"indicators they
looked for? - Answer Millions of email messages over a five-year period. "I" and "we,"
"would" and "should," how muchcursing was used.
What is the definition and previous research findings of "organizational culture?" - Answer
Culture is a foundational concept in the social sciences, referring to the attitudes, beliefs,
andbehavioral norms that distinguish a group of people. It is the intangible glue that holds a
grouptogether. Culture is among the most deeply rooted parts of human experience, resting on
explicitand implicit understandings about what to believe and how to behave. It is both
cognitive,consisting of shared beliefs and values, and behavioral in that it establishes norms
aboutappropriate conduct. It defines each person's expectations about what others in a group
will sayand do—the common ways of thinking and acting that make working or living with other
groupmembers seem natural.
What do the following terms means: Cultural embeddedness, enculturationtrajectory, structural
embeddedness, internalization, acting on the surface, self-regulation, value congruence, and
perceptual accuracy. - Answer --Cultural embeddedness refers to the degree an individual
internalizes the common culture andaccepts group norms. It describes the extent to which that
person shares values and assumptionswith those around and how much common culture
shapes the interaction with others. It is anevolving condition.
--Each person's relationship with an organization's culture changes over time, creating a
uniqueenculturation trajectory.
--Structural embeddedness refers to how people fit into an organization's social network.
Inparticular, are they members of a tightly knit group or do they instead float, and serve as go-
betweens, among a number of groups.
--The linguistic analysis can distinguish between employees who have deeply
absorbedworkplace culture and those who are merely playacting to get along. This is the
differencebetween internalization and self-regulation: Internalization is seeing oneself as a
group memberand embracing group standards of conduct and self-regulation involves cracking
the group'snormative code and learning to behave accordingly, despite unexpressed cultural
difference.
, --Value congruence refers to how closely an individual's values and beliefs match
thoseprevailing in the organization.
--Perceptual accuracy refers to how well and individual's characterization of the
organization'sculture matches the descriptions of other group members.
What were all the findings of this study? - Answer -- Research has found that people who
serve as a bridge between otherwise disconnectedgroups tend to do better in the workplace
than those who are tightly attached to a single circle.--An employee's career path strongly
reflected a combination of cultural and structuralembeddedness. Specifically, employees who
were embedded either structurally or culturally—butnot both—fared better than their
counterparts who were doubly embedded or not embedded atall.--Employees who stay with
their employer are more likely to have internalized the organization'sculture, while those who
leave had a greater tendency to put up a front. Use of "we" vs. "I."
What is the difference between cultural embeddedness and structural embeddedness? -
Answer Cultural alignment (cultural) vs. close knit social groups (structural)
Know everything about the four employee archetypes. What makes the good onesgood, and
the not good ones, not good? - Answer High CE, High SE=Double embedded actor (Q1).
Culturally integrated and a member of a close-knit group.High CE, Low SE=Assimilated broker
(Q2). Has absorbed the culture and is not bound to a singlegroup.Low CE, Low SE=Disembedded
actor (Q3). A cultural outsider and lacks strong group ties.Low CE, High SE=Integrated
nonconformist (Q4). Is a bit of a cultural misfit but is part of a close-knit circle.--Assimilated
brokers and integrated nonconformists generally did better than disembeddedactors and
doubly embedded actors. Disembedded actors were an order of magnitude more likelyto be
fired that assimilated brokers who also lack strong network membership but fit in culturally.
What was said about conflict in the workplace? - Answer It is common. It is destructive and
constructive. Violence is the number one cause of death on thejob for women and the number
two cause for men
What are the benefits of conflict? - Answer Conflict forces us to analyze goals, it creates
dialogue among employees, and it fosters creativesolutions. It has been linked to organizational
learning and even to improved performance andproductivity. Without conflict, employees and
organizations would stagnate.
What was suggested that managers do to reduce traditional conflicts betweenfunctional units? -
Answer When people are experiencing diverse goals based on their particular work unit goals
thesetraditional conflicts can be reduced by managers reminding their people of the
overarching goals,mission, and vision of the organization as a whole.
What are the sources of conflict? - Answer The organization's hierarchy, ways of doing
business, built-in opposition between units, highlystandardized jobs, large number of workers,
distribution of limited resources, diverse goals.
