MNG3702 Assignment 2
Semester 1 2023 (*******)
Edward Hall developed the Iceberg analogy of
organisational culture in 1976. By making use of this
analogy, compare the organisational culture of Tesla Inc.
with the organisational culture of Twitter. In your
answer, you need to briefly explain t...
doesn't give much information nor the assisgnment it self
Door: Tutor23 • 1 jaar geleden
hellow hope you noticed that the title is assignment 2 semester 1 and not semester 2
Door: thabisongqulunga • 1 jaar geleden
Door: Tutor23 • 1 jaar geleden
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MNG3702 Assignment 2
Semester 1 2023 (*******)
Edward Hall developed the Iceberg analogy of
organisational culture in 1976. By making use of this
analogy, compare the organisational culture of Tesla Inc.
with the organisational culture of Twitter. In your
answer, you need to briefly explain the the various
layers of organisational culture, and then compare the
layers of organisational culture of the two companies.
, Observable artifacts are used to infer the organizational culture of any particular corporation. The visible
symbols and indications of the organizational culture are considered artifacts. They are audible, visual,
and sensible. For instance, the manner wherein personnel approach one another, the dress code, and the
manner in which they interact.
A company's espoused values are a reflection of its clearly declared practices and values. They clearly
demonstrate the direction in which managements want to conduct their firms. The core values by which
many organizations run their operations are widely communicated.
The underlying assumptions are generally complicated to express. They are intangible and actually
understood by individuals who have grown familiar with how the organization functions. These are the
principles that underpin culture. They are unobservable and comprise organizational values that have
arisen and are established to be accepted as normal.
Identify the six levels of commitment.
Every change initiative requires the cooperation and commitment of individuals who will be either
impacted by the decision, initiate change, or have the power to influence how smoothly the change
attempt goes. The level might range from those who clearly wish to undermine the change to those who
want to create it. There are six levels of commitment that individuals may display throughout the
spectrum as follows-
Conspirator- Although they have the lowest level of commitment to the change, these individuals are
quite active in the change initiative. They aggressively seek out tactics of undermining the change
initiatives.
Combative- These are the individuals who are actively participating in the change process but are not
fully committed to seeing it through. They strongly oppose the changes and discuss that openly. They are
typically those that adhere to traditions.
Compliant- These are persons who are low to moderately committed to change. As long as they observe
everybody else adhering to the changes, they will perform what is required of them. They will act in the
same manner as everybody else, neither more nor less.
Co-operative- They have a little greater dedication to the change initiatives. They are eager to contribute
resources that they possess or manage towards the change initiatives. They encourage the change and
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