Page 288 - E2 Integrated Workbook STUDENT 2018
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Subject E2: Project and Relationship Management
CHAPTER 9 – ORGANISATIONAL CULTURE
9.1 The most appropriate matching is:
Power culture – Personal Centralised Control
Role culture – Bureaucratic Control
Task Culture – Clan or cultural Control
Personal centralised control tends to rely on the centralised control of the key
individual. This ties in closest to power culture.
Bureaucratic control relies on hierarchy, roles and procedures and job
descriptions. This ties in closest to role culture.
Clan or cultural Control relies on the individuals working to meet the
organisational goals. This ties in closest to task culture.
9.2 D
Country A shows high uncertainty avoidance, while country B shows low
uncertainty avoidance.
9.3 A
The hard elements of the McKinsey 7S model are systems, structure and
strategy.
The hard elements of the McKinsey 7S model are more visible from outside the
organisation while the soft elements are usually only completely understood
from within the organisation.
Goals and technology are among the visible elements of the organisational
iceberg. Communication patterns is classed as a hidden element.
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