Mng3702
Exam Oct /Nov 2022
Question 1
According to Unisa Study Guide (2019) Edward Hall developed the iceberg
analogy of organisational culture in 1976. He reasoned that if culture is an
iceberg, there are some aspects which are visible and can be seen (above the
water), and a larger aspect which is hidden beneath the surface (below the
water) (Hall 1976). The tip of the iceberg typically consists of tangible
manifestations that you can see and feel. The layers below the water,
, however, become more intangible and less visible. These aspects include
espoused values and norms and taken-for-granted assumptions. The various
layers are:
Visible artefacts.
Artefacts are everywhere and are visible throughout the organisation.
Artefacts have three important dimensions, namely instrumentality, aesthetics
and symbolism.
In organisatuions artefacts prevail in how offices are decorated , the
language used and the branding. Artefacts can be seen in the name of the
organisation, its employees, its products, its buildings and in its contracts.
An example in the case study is the name Walmart.
Another example is Walmart attempting to increase its range of organic
options and fresh produce
Espoused values and norms.
This refers to a collection of values and norms shared by people and groups
who work together. This also includes beliefs and behaviours in the
organisation.
An example is that Walmart is guided by the principles of a winning work
environment, being true to who they are, and enhanced experience.
Taken-for-granted assumptions.
Organisational artefacts, values and norms give rise to assumptions that
determine how employees operates within an organisation. When a solution
to a problem works repeatedly, it gets taken for granted.
An example is In February 2015, the company announced a USD1 billion
investment in U.S. hourly associates to provide higher wages, more training
and increased opportunities to build a career with Walmart.
Exam Oct /Nov 2022
Question 1
According to Unisa Study Guide (2019) Edward Hall developed the iceberg
analogy of organisational culture in 1976. He reasoned that if culture is an
iceberg, there are some aspects which are visible and can be seen (above the
water), and a larger aspect which is hidden beneath the surface (below the
water) (Hall 1976). The tip of the iceberg typically consists of tangible
manifestations that you can see and feel. The layers below the water,
, however, become more intangible and less visible. These aspects include
espoused values and norms and taken-for-granted assumptions. The various
layers are:
Visible artefacts.
Artefacts are everywhere and are visible throughout the organisation.
Artefacts have three important dimensions, namely instrumentality, aesthetics
and symbolism.
In organisatuions artefacts prevail in how offices are decorated , the
language used and the branding. Artefacts can be seen in the name of the
organisation, its employees, its products, its buildings and in its contracts.
An example in the case study is the name Walmart.
Another example is Walmart attempting to increase its range of organic
options and fresh produce
Espoused values and norms.
This refers to a collection of values and norms shared by people and groups
who work together. This also includes beliefs and behaviours in the
organisation.
An example is that Walmart is guided by the principles of a winning work
environment, being true to who they are, and enhanced experience.
Taken-for-granted assumptions.
Organisational artefacts, values and norms give rise to assumptions that
determine how employees operates within an organisation. When a solution
to a problem works repeatedly, it gets taken for granted.
An example is In February 2015, the company announced a USD1 billion
investment in U.S. hourly associates to provide higher wages, more training
and increased opportunities to build a career with Walmart.
