Case Study
1. Refer to Exhibit 3-3. How would a first-line manager’s job differ in these two organizations? How about a top-level manager’s job?
Different managers perform at different levels and require different skills. To meet the demands of performing their functions, managers assume multiple roles. In Organization A, strong attention would be given to detail, with little innovation and risk taking. Teamwork would not be encouraged, and employees would be viewed as a means to an end. Strict controls would be placed on workers, and task achievement would be most important. The supervisor would have little latitude and would do things “by the book.” In Organization B, innovation and risk taking would be highly encouraged. The supervisor would have more autonomy in how to achieve goals. Employees would be given the opportunity to provide input, and a team approach would be used. People would be viewed as important contributors. The supervisor’s job would be more like that of a coach, encourager, and facilitator.
2. Describe an effective culture for a relatively stable environment and a dynamic environment. Explain your choices.
An effective culture for a relatively stable environment would likely emphasize outcomes such as quality and productivity and would give significant attention to detail. It would not require high levels of innovation, risk taking, or aggressiveness. Conversely, an effective culture for a dynamic environment would likely em-phasize aggressiveness, innovation, risk taking, and team orientation. To stay on top of continual environmental changes, this organization would have a culture that celebrates productive work behaviors.
3. Classrooms have cultures. Describe your classroom culture, using the seven dimensions of organizational culture. Does the culture constrain your instructor? How?
Educators today hear a lot about gaps in education – achievement gaps, funding gaps, school-readiness gaps. Still, there's another gap that often
Different managers perform at different levels and require different skills. To meet the demands of performing their functions, managers assume multiple roles. In Organization A, strong attention would be given to detail, with little innovation and risk taking. Teamwork would not be encouraged, and employees would be viewed as a means to an end. Strict controls would be placed on workers, and task achievement would be most important. The supervisor would have little latitude and would do things “by the book.” In Organization B, innovation and risk taking would be highly encouraged. The supervisor would have more autonomy in how to achieve goals. Employees would be given the opportunity to provide input, and a team approach would be used. People would be viewed as important contributors. The supervisor’s job would be more like that of a coach, encourager, and facilitator.
2. Describe an effective culture for a relatively stable environment and a dynamic environment. Explain your choices.
An effective culture for a relatively stable environment would likely emphasize outcomes such as quality and productivity and would give significant attention to detail. It would not require high levels of innovation, risk taking, or aggressiveness. Conversely, an effective culture for a dynamic environment would likely em-phasize aggressiveness, innovation, risk taking, and team orientation. To stay on top of continual environmental changes, this organization would have a culture that celebrates productive work behaviors.
3. Classrooms have cultures. Describe your classroom culture, using the seven dimensions of organizational culture. Does the culture constrain your instructor? How?
Educators today hear a lot about gaps in education – achievement gaps, funding gaps, school-readiness gaps. Still, there's another gap that often