Comm

Front 1

Task Socialization

Back 1

aquiring info about the job and understanding the tasks which one had been hired for

Front 2

Work-group Socilization

Back 2

newcomers learning the particulars about their work group and the behaviors associated with the groups rules, goals and values

Front 3

Organizational socialization

Back 3

newcomers learning the values, goals, rules, politics, customs, leadership styles and language of the organization.

Front 4

Assimilation

Back 4

a way of teaching those ongoing behaviors and cognitive process by which individuals join, become a member of and exit an organization

Front 5

Stages of assimilations
Anticipatory Socialization

Back 5

based on the idea that prior to entering their chosen job, people develop a set of expectations about how others communicate in the specific occupation. This includes vocational and organizational socialization.
ex. talking with parents, watching work life on tv

Front 6

Stages of assimilation
organizational entry and assimilation

Back 6

involves newcomer entering the organization and becoming integrated into the organization and its culture. This stage consists of 2 processes
1. efforts by the organization to socialize the employee
2. attempts by the newcomer to individualize the work environment to better satisfy his/her values, attitudes and needs
ex. first day of work

Front 7

Organizational entry and assimilation
Newcomers

Back 7

people just entering an organization; fogiveness for mistakes that are expected.; Roles are negotiated based on expectations and contracts between the newcomer, the supervisor and the organization

Front 8

Organizational entry and assimilation
Role-taking Phase

Back 8

sampling phase where in the superior attempts to discover the relevant talents and motivations of the member through interactive test sequences

Front 9

Organizational entry and assimilation
Role-Making Phase

Back 9

the movement away from the process in which the supervisor tells the newcomer their roles to process in which the newcomer seeks to alter the nature of their roles and the manner in which the role is performed

Front 10

Organizational entry and assimilation
Role-routinization phase

Back 10

the role of the newcomer and expected behaviors of the supervisor are accepted and understood

Front 11

Information-seeking Tactics
Surveillance

Back 11

based on the observations of past behaviors the newcomer solicits information

Front 12

Information-seeking Tactics
Testing Limits

Back 12

in order to gain needed info employees engage in behaviors that deviate from assumed organizational rules and then observe the reactions to this deviant behaviors

Front 13

Information-seeking Tactics
Indirect questions

Back 13

newcomer solicits info by asking general questions that hint at the topic of interest

Front 14

Information-seeking Tactics
Overt Questions

Back 14

newcomers seek info by directing questions towards their supervisors

Front 15

Information-seeking Tactics
Third Party

Back 15

newcomer ask a coworker about info pertaining to an area in which they should have ask the supervisor. (Ex. Rules, dress code, vacation time)

Front 16

Information-seeking Tactics
Disguising conversations

Back 16

newcomer disguises info-seeking as a part of natural conversations

Front 17

Information-seeking Tactics
Observing

Back 17

newcomer petitions for info by watching the behaviors of others.

Front 18

Organizational disengagement/ Exit Stage

Back 18

a process highlighted by the employee withdrawing from personal relationships with coworkers and supervisors as well as a general withdraw from their work and the organization
ex. moving to a dif department or leaving the org

Front 19

Rules
Cultural Influences on Organizational Climate

Back 19

official way of behaving in an organization

Front 20

Norms
Cultural Influences on Organizational Climate

Back 20

unwritten rules for behaving in an organization
Strong Cultures

Front 21

Values
Cultural Influences on Organizational Climate

Back 21

provide a common direction for all employees and serve as a guide for appropriate workplace behavior

Front 22

Heroes
Cultural Influences on Organizational Climate

Back 22

employees who personify the values of the organization and epitomize the strength of the organization through appropriate workplace behavior

Front 23

Rites and Rituals
Cultural Influences on Organizational Climate

Back 23

ceremonies or events that recognize and celebrate the values of the organization as well as those for specific employees who demonstrate appropriate workplace behavior

Front 24

Cultural Networks-
Cultural Influences on Organizational Climate

Back 24

the communications system through which the cultural values of the organization are communicated to newcomers as well as tenured employees

Front 25

Integration

Back 25

employees understand the organizational culture and in doing so are guided by the culture

Front 26

Differentiation

Back 26

- reveals inconsistencies in interpreting the organizational culture

Front 27

fragmentation*

Back 27

ambiguity or uncertainty is inevitable and is present at all levels of the organization regardless of a person’s role
ex. ambiguity creates climate of tension and competition

Front 28

positive culture

Back 28

provides that that sense of security and stability to employees as a result of a deep-rooted, well-defines past and sense of predictability that forecasts the future

Front 29

negative culture

Back 29

interest of employees, customers and shareholder are second to other corporate interests including personal profit and power

Front 30

Organizational Culture-

Back 30

deeply rooted in traditions, values, beliefs and sense-of-self

Front 31

Organizational Climate-

Back 31

the way an organization feels. (ex. an organization that values employees will most likely have a positive, upbeat climate)

Front 32

supportive climate

Back 32

provide employees with an environment that makes employess feel that their contributions are welcomed and valued

Front 33

defensive climate

Back 33

high in emotional exhaustion, role overload and depersonialization. Results in an environment of reactivity instead of productivity to work issues and tends to a self-defeating work experience.

Front 34

Ethical Wheel*

Back 34

assumes that we have to be accountable to many dif forces that guide our behavior

Front 35

Whistle Blowing

Back 35

Bringing attention of a wrongdoing to someone outside the organization who can bring justice to the wrongdoers

Front 36

Indirect Interpersonal Aggression

Back 36

When people try to harm others credibility or performance without direct face to face conflict

Front 37

strong cultures*

Back 37

a system of formal and informal rules that indicate how employees and the organization as a whole are to behave
ex Johnson and Johnson, At&t

Front 38

situational ethics

Back 38

ethics based on the situations
generally opposed but certain exceptions

Front 39

duty ethics

Back 39

Basic focus is on intentions. If the intentions are ethically based than the action is deemed ethical. Not focused on outcomes. Based on intentions; the road to hell is paved with good intentions. i.e., Do Not Kill

Front 40

utilitarian ethics

Back 40

for the greater good
Based on outcomes not intentions. If the action results in overall good then it is ethical

Front 41

ethical dilemas
justice vs mercy

Back 41

Should a boss show mercy to an employee who has made a costly blunder, or should the employee be punished?

Front 42

ethical delimas
truth vs loyalty

Back 42

When an employee finds out that a significant downsizing is imminent and a friend will be fired, should he or she tell the friend the truth or remain loyal to the company

Front 43

ethical dilemas
individual vs community

Back 43

When an employee conducts a safety study that suggests a product is unsafe for public use, should the employee remain loyal to the company by staying silent or inform the public?

Front 44

ethical dilemas
Short-term goods versus long-term goods

Back 44

Should a company executive make a financial decision that will benefit stockholders and employees in the short term but may have a negative impact in the long term?

Front 45

rights ethics

Back 45

Obligated to self and others such as an ethical person or company is one in which a minimum level of dignity and justice is afforded that provides a level of fairness for all

Front 46

personal dimension

Back 46

standards of behavior that are an accumulation of our experiences

Front 47

primary social group

Back 47

family or the group that socialized you to distinguish bw right and wrong

Front 48

secondary social group

Back 48

provide some psychological or social benefits
churchs, clubs, fraternities

Front 49

professional dimension

Back 49

professional standards of conduct in our chosen career field
ex. lawyers have to follow the ethical behavior of the American Bar Association