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21 Cards in this Set
- Front
- Back
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Organization culture
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system of shared meaning held by members that distinguishes organization from other organizations
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Elements of culture
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-values
-beliefs -norms |
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Values
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what's important
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beliefs
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how things work (if i do this, i get that)
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norms
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how members should behave
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dominant culture
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shared by the majority of people
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subculture
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minicultures within an organization, typically defined by department designations and geographical separation
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strength of culture
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how widely and deeply shared
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Describing and assessing organization culture
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-innovation and risk taking
-attention to detail -outcome orientation -people orientation -team orientation -aggressiveness -stability |
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role in organization effectiveness
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-efficient communication, coordination and control
-substitute for formalization -commitment to organization -success when fits strategy and competitive environment -liability when it does not -barrier to change -barrier to diversity -barrier to acquisitions and mergers |
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how do employees learn about organization culture?
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-stories
-rituals -material symbols -language |
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innovation & risk taking
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degree to which employees are encouraged to be innovative and take risks
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attention to detail
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degree to which employees are expected to exhibit precision, analysis and attention to detail
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outcome orientation
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degree to which management focuses on results or outcomes rather than on techniques used to achieve those results
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people orientation
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degree to which management decisions take into account the effect of outcomes on people within the organization
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team orientation
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degree to which work activities are organized around teams instead of individuals
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aggressiveness
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degree to which people are aggressive and competitive
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stability
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degree to which organizational activities emphasize maintaining status quo
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barrier to change
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when "business as usual" is no longer effective
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barrier to diversity
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when it effectively eliminates the unique strengths that people of different backgrounds bring to the organization or are sensitive to people who are different
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barrier to acquisitions and mergers
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many fail due to conflicting organizational culture
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