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55 Cards in this Set
- Front
- Back
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ORGANIZATIONAL CULTURE |
Basic pattern of shared values and assumptions shared within the organization; defines what is important and unimportant; company's DNA |
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ELEMENTS OF ORGANIZATIONAL CULTURE |
1. Physical structures 2. Language 3. Rituals and ceremonies 4. Stories and Legends 5. Shared values 6. Shared assumptions |
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SHARED VALUES |
Conscious beliefs; values that people within the organization have in common and place near the top of their heirarchy |
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SHARED ASSUMPTIONS |
Essence of corporate culture; nonconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities; deeply ingrained. |
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ESPOUSED VALUES |
The values that the corporate leaders want others to believe guide the organization's decisions and actions **does not represent org culture |
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ENACTED VALUES |
Values that most leaders nad employees truly rely on to guide their decisions and behavior. "values-in-use" **does represent org culture |
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CONTENT OF ORGANIZATIONAL CULTURE |
Relative ordering of shared values |
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PROBLEMS WITH MEASURING ORG CULTURE |
1. Oversimplifies diversity of possible values 2. Ignore shared assumptions 3. Adopts an "integration" perspective; incorrectly assumes that organizations have a fairly clear, unified culture that is easily decipherable. |
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7 CORPORATE CULTURES |
1. Innovation 2. Stability 3. Respect for people 4. Outcome orientation 5. Attention to detail 6. Team orientation 7. Aggressiveness |
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DOMINANT CULTURE |
The values and assumptions shared most consistently and widely by the organization's members |
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SUBCULTURES |
Located throughout the organization; can enhance or oppose (counterculture) firm's dominant culture |
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2 FUNCTIONS OF COUNTERCULTURES |
1. Maintain the organization's standards of performance and ethical behavior; provide surveillance and critical review of the dominant order 2. Source of emerging values |
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ARTIFACTS OF ORGANIZATIONAL CULTURE |
Surface features; observable symbols and signs of an org's culture |
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SURFACE LEVEL FEATURES OF ORG CULTURE |
1. Physical structures 2. Language 3. Rituals and ceremonies 4. Stories and Legends |
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STORIES AND LEGENDS |
Social prescriptions of desired behavior; provides a realistic human side to expectations |
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MOST EFFECTIVE STORIES AND LEGENDS |
1. Describe real people 2. Assumed to be true 3. Known throughout the organization
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RITUALS |
Programmed routines of daily organizational life; i.e., how visitors are greeted |
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CEREMONIES |
Planned activities for an audience; i.e., award ceremonies; more formal than rituals |
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ORG LANGUAGE |
Jargon used in the organization |
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PHYSICAL STRUCTURE/SYMBOLS |
May shape and reflect culture; design conveys cultural meaning |
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CULTURE STRENGTH |
How widely and deeply employees hold the company's dominant values and assumptions |
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STRONG CULTURES EXIST WHEN: |
1. Most employees understand/embrace the dominant values 2. Values and assumptions are institutionalized through well-established artifacts 3. Culture is long lasting -- often traced back to founder |
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FUNCTIONS OF STRONG CULTURES |
1. Control system--deeply embedded form of social control 2. Social glue--bonds people together 3. Sense-making--what goes on and why it happens |
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CULTURE STRENGTH CONTINGENCIES: |
1. Environment fit 2. Moderately strong; not cult-like 3. Adaptive culture |
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ADAPTIVE CULTURE |
Employees are receptive to change, including the ongoing alignment of the org to its environment and continuous improvement of internal processes |
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OUTCOMES OF STRONG CULTURES |
1. Org performance 2. Employee well being
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CONTINGENCIES OF ORG CULTURE & PERFORMANCE |
Org culture strength moderately predicts org performance |
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BICULTURAL AUDIT |
A process of diagnosing cultural relations between companies and determining the extent to which cultural clashes will likely occur; part of due diligence in merger; minimizes cultural collision by diagnosing companies |
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3 STEPS IN BICULTURAL AUDIT |
1. Identify cultural artifacts 2. Analyze data for cultural conflict/compatibility 3. Identify strategies and action plans to bridge cultures |
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4 MERGING ORG CULTURES STRATEGIES |
1. Assimilation 2. Deculturaton 3. Integration 4. Separation |
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ASSIMILATION |
Acquired company embraces acquiring firm's cultural values; works best when acquired firm has a weak culture |
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DECULTURATION |
Acquiring firm imposes its culture on unwilling acquired firm; rarely works |
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INTEGRATION |
Cultures combined into a new composite culture; works best when existing cultures can be improved |
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SEPARATION |
Merging companies remain separate with their own cultures |
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CHANGING/STRENGTHENING ORG CULTURE |
1. Attracting, selecting, and socializing employees 2. Actions of founders and leaders 3. Aligning artifacts 4. Introducing culturally consistent rewards |
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ACTIONS OF FOUNDERS AND LEADERS |
Org culture sometimes reflects founder's personality; transformational leaders can reshape culture
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ALIGNING ARTIFACTS |
Artifacts keep culture in place; e.g., create memorable events, communicating stories, transferring culture carriers |
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INTRODUCING CULTURALLY CONSISTENT REWARDS |
Rewards are powerful artifacts--reinforce culturally-consistent behavior |
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ATTRACTING, SELECTING, SOCIALIZING EMPLOYEES |
1. Attraction-selection-attrition theory 2. Socialization practices |
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ATTRACTION-SELECTION-ATTRITION THEORY |
Organizations become more homogeneous through: attraction, selection, attrition |
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ATTRACTION |
Applicants self-select and weed out companies based on compatible values |
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SELECTION |
Applicants selected based on values congruent with organization's culture |
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ATTRITION |
Employees quit or are forced out when their values oppose company values |
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SOCIALIZATION |
The process by which individuals learn the values, expected behaviors, and social knowledge necessary to assume their roles in the organization |
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SOCIALIZATION LEARNING PROCESS |
Newcomers make sense of the organization's physical, social, and strategic/cultural dynamics |
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SOCIALIZATION ADJUSTMENT PROCESS |
Newcomers need to adapt to their new work environment; new work roles, new team norms, newcomers with diverse experience adjust better |
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PSYCHOLOGICAL CONTRACT |
The individual's beliefs about the terms and conditions of a reciprocal exchange agreement between that person and another party (typically an employer) |
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STAGES OF SOCIALIZATION |
1. Pre-employment stage 2. Encounter stage 3. Role management |
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PREEMPLOYMENT STAGE |
1. Outsider 2. Gathering information 3. Forming psychological contract |
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ENCOUNTER STAGE |
1. Newcomer 2. Testing expectations; reality shock |
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REALITY SHOCK |
The stress that results when employees perceive discrepancies between their preemployment expectations and on the job reality |
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ROLE MANAGEMENT |
1. Insider 2. Changing roles and behavior 3. Resolving conflict |
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IMPROVING ORG SOCIALIZATION |
1. Realistic job preview (RJP) 2. Socialization agents; who we are using to bring the newcomers into the org |
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REALISTIC JOB PREVIEW |
A method of improving org socialization in which job applicants are given a balance of positive and negative information about the job and work context |
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REALISTIC JOB PREVIEW |
A method of improving org socialization in which job applicants are given a balance of positive and negative information about the job and work context |
