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Full Understanding Management 8Th Edition Daft Solutions Manual PDF Docx Full Chapter Chapter
Full Understanding Management 8Th Edition Daft Solutions Manual PDF Docx Full Chapter Chapter
The task environment is closer to the organization and includes the sectors that conduct day-to-
day transactions with the organization and directly influence its basic operations and
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33 Chapter 2 The Environment and Corporate Culture 33
The general environment is the outer layer that is widely dispersed and affects the organization
indirectly. It includes social, demographic, and economic factors that influence all organizations
about equally.
2. Explain the strategies managers use to help organizations adapt to an uncertain or turbulent
environment.
The environment creates uncertainty for organization members. Uncertainty means that
managers do not have sufficient information about environmental factors to understand and
predict environmental needs and changes. Two basic factors that influence uncertainty are the
number of factors that affect the organization and the extent to which those factors change.
Strategies to adapt to these changes in the environment include boundary-spanning roles,
interorganizational partnerships, and mergers or joint ventures.
Boundary-spanning roles are assumed by people and/or departments that link and coordinate the
organization with key elements in the external environment. Interorganizational partnerships are
a popular strategy for adapting to the environment by reducing boundaries and increasing
collaboration with other organizations. A merger is the combining of two or more organizations
into one. A joint venture involves a strategic alliance or program by two or more organizations.
Culture can be defined as the set of key values, beliefs, understandings, and norms shared by
members of an organization. It can be analyzed at three levels. At the surface are visible items,
which include manner of dress, patterns of behavior, physical symbols, organizational
ceremonies, and office layout. At a deeper level are the expressed values and beliefs, which
cannot be discerned from how people explain and justify what they do. These are values that
members of the organization hold at a conscious level. They can be interpreted from the stories,
language, and symbols organization members use to represent them. Some values become so
deeply embedded in a culture that members are no longer consciously aware of them. These
basic, underlying assumptions and beliefs are the essence of culture and subconsciously guide
behavior and decisions.
4. Explain organizational symbols, stories, heroes, slogans, and ceremonies and their
relationships to corporate culture.
Fundamental values and corporate culture cannot be observed directly, but they can be
understood through the visible manifestations of symbols, stories, heroes, slogans, and
ceremonies. A symbol is an object, act, or event that conveys meaning to others. Symbols
associated with corporate culture convey the organization’s important values. A story is a
narrative based on true events that is repeated frequently and shared among organizational
employees. Stories are told to new employees to keep the organization’s primary values alive.
A hero is a figure who exemplifies the deeds, character, and attributes of a strong culture.
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34 Chapter 2 The Environment and Corporate Culture 34
Heroes are role models for employees to follow. A slogan is a phrase or sentence that succinctly
expresses a key corporate value. Many companies use a slogan or saying to convey special
meaning to employees. A ceremony is a planned activity that makes up a special event and is
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
35 Chapter 2 The Environment and Corporate Culture 35
conducted for the benefit of an audience. Managers hold ceremonies to provide dramatic
examples of company values. Organizational culture represents the values, understandings, and
basic assumptions that employees share, and these values are signified by the above events.
Managers help define important symbols, stories, heroes, slogans, and ceremonies to shape the
future.
5. Describe four types of cultures and how corporate culture relates to the environment.
The adaptability culture is characterized by values that support the company’s ability to rapidly
detect, interpret, and translate signals from the environment into new behavior responses. This
culture emerges in an environment that requires fast response and high-risk decision making.
Employees have autonomy to make decisions and act freely to meet new needs, and
responsiveness to customers is highly valued.
The involvement culture places high value on meeting the needs of employees and values
cooperation and equality. This culture has an internal focus on the involvement and participation
of employees to rapidly meet changing needs from the environment. Managers emphasize
values such as cooperation, consideration of both employees and customers, and avoiding status
differences.
The consistency culture values and rewards a methodical, rational, orderly way of doing things.
This culture has an internal focus and a consistency orientation for a stable environment.
Following the rules and being thrifty are important in this culture.
The external environment exerts a big influence on internal corporate culture. Corporate culture
should embody what it takes to succeed in the environment. If the external environment requires
extraordinary customer service, the culture should encourage good service; if it calls for careful
technical decision-making, cultural values should reinforce effective managerial decision
making.
6. Define a cultural leader and explain the tools a cultural leader uses to create a high-
performance culture.
A cultural leader is a manager who uses signals and symbols to influence corporate culture.
Cultural leaders influence culture by articulating a vision for the organizational culture that
employees can believe in, and heeding the day-to-day activities that reinforce the cultural vision.
To create a high-performance culture, a cultural leader would tie the central values that
employees believe in to the need for high performance, and then make sure that work procedures
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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The Chloride Method.
Average 112.383
Discussion of the Results.
In the first five determinations, the analytical operations were
conducted as nearly as possible alike, but the preparation of the
portions of cadmium chloride taken for analysis was varied very
much as will be seen by referring back to this part of this paper. The
results do not vary more than ±0.015 from their average. This is very
strong evidence of the purity of the chloride used for, if it contained
any impurity, we should have expected to vary the amount in the
different portions. After this, attention was paid especially to the
analytical process, for it was thought that there probably was some
serious error in the method, the result being higher than any that had
previously been obtained, if we exclude Dumas’ first series which he
himself did not accept. The conditions were varied in many ways to
see how much the result could be influenced, but under no
conditions were results as low as Huntington’s average (112.24)
obtained. A number of errors were found in the method during the
work, but they seem to neutralize each other to a great extent. The
more important ones will now be given. Nearly every filtrate including
the corresponding wash water was examined for chlorine after the
silver and cadmium had been precipitated by hydrogen sulphide.
The excess of hydrogen sulphide was expelled by boiling, after the
addition of some nitric acid. In two cases an inverted condenser was
used. On adding silver nitrate a precipitate was always obtained
showing the presence of chlorine. Care was always taken to filter off
sulphur formed by the oxidation of hydrogen sulphide, before adding
the silver nitrate. The precipitate was never very heavy, and was not
estimated quantitatively. It is evident that cadmium nitrate exerts a
solvent action on silver chloride. In some cases a very large excess
of silver nitrate was added but it did not change the results markedly.
Silver nitrate itself dissolved silver chloride to some extent. The
increase in insolubility, if any, on adding an excess of silver nitrate is
probably counterbalanced by the increased error due to occlusion of
nitrates in the silver chloride. Stas (Aronstein’s Trans. p. 156) says it
is impossible to contract silver chloride or bromide in a solution
containing salts without there being occlusion and that the precipitate
can only be freed from them by dividing up the contracted mass by
shaking with pure water. This was not done here owing to the
solubility of silver chloride in pure water, and the complications
introduced in the analytical part. The occlusion of nitrates by the
silver chloride would lower the atomic weight found. The silver
chloride obtained always darkened on heating and contained
cadmium, as was shown in the following manner: The lump of silver
chloride was attached to the negative pole of a cell and electrolyzed
in a bath containing dilute sulphuric acid. The resulting metal was
then dissolved in nitric acid and the silver precipitated by adding
hydrochloric acid. The filtrate was evaporated to expel the nitric acid
and the residue taken up with water and tested for cadmium with
hydrogen sulphide. An appreciable quantity was always found. This
method of examination does not show the occluded silver nitrate.
Another error which tends to lower the atomic weight found is due to
the platinum crucibles used for filtering. If a silver nitrate solution is
filtered through such a crucible there will be an increase in weight
due to silver being deposited. This takes place in acidified solutions
as well as in neutral ones. Washing with ammonia does not remove
the deposit, but strong nitric acid does, the washings giving a test for
silver. Whether the depositing of silver is due to the action of spongy
platinum in contact with the compact metal of the crucible or to some
impurity in the platinum sponge was not determined, but the former
seems by far the most probable. The increase in weight during the
time required for filtering a determination must have been quite small
however. The samples of cadmium chloride employed for
determinations XX and XXI were prepared by burning cadmium in a
current of chlorine. The glass tube used was attached somewhat and
the solution of the chloride was very slightly turbid in each case. The
turbidity was so slight however, that no very serious error could have
resulted from it, particularly as it was probably partly
counterbalanced by the formation of some potassium chloride. For
more accurate work, it should have been made and redistilled in a
porcelain tube. These two samples were tested for free chlorine with
potassium iodide and starch paste, but none was found. Some of the
specimens of chloride prepared by fusion in a current of hydrochloric
acid were found to be neutral, using tropaeolin as an indicator.
As nearly as can be judged, the above errors would probably
counterbalance each other to a great extent, and thus give a fairly
close approximation to the atomic weight of cadmium when the
average of all the determinations is taken. The value 112.383 thus
obtained can only be regarded as tentative.
The Bromide method.
Average 112.08
Average 111.87