The “Hawthorne Effect” describes: a) Workers slowing down when watched b) Productivity changes due to observation/attention c) Managerial resistance to change d) Groupthink in committees
– Artifacts are visible, tangible elements of culture (dress, layout, rituals). Values and assumptions are deeper levels.
– Highly centralized functional structures often create silos because each department communicates upward but not laterally. msoc sample questions set 1
– Triangulation = using multiple methods to cross-validate findings.
– Hawthorne effect: People modify behavior when they know they are being observed (original studies: Western Electric plant). – Triangulation = using multiple methods to cross-validate
Barriers: Fear of retaliation, lack of psychological safety, managers’ defensive listening. b) Structural: Anonymous feedback system or monthly skip-level meetings. Process: Train managers in active listening & close the loop (respond to every submission).
In organizational culture, “artifacts” include: a) Core values b) Unconscious assumptions c) Office layout and dress code d) Mission statement text Section B: Short Answer (Application) 6. Explain the difference between formal and informal communication channels. Give one example of each in a workplace. lack of psychological safety
Which organizational structure is most likely to create information silos? a) Matrix b) Flat c) Highly centralized functional d) Network