Ilrob 170 Final

Front 1

organizational culture

Back 1

a cognitive framework consisting of attitudes, values, behavioral norms, and expectations shared by organization members

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toxic organizational cultures

Back 2

organizational cultures in which people feel that they are not valued

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healthy organizational cultures

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organizational cultures in which people feel that they are valued

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subcultures

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cultures existing within parts of organizations rather than entirely throughout them

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dominant culture

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the distinctive, overarching "personality" of an organization

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double S cube

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a system of catergorizing four types of organizational culture by combining two dimensions-sociability and solidarity; each of the four resulting cultural types-networked, mercenary, fragmented, and communal-can be both positive and negative

Front 7

sociability

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a dimension of the double S cube characterized by the degree of friendliness typically found among members of an organization

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solidarity

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a dimension of the S cube characterized by the degree to which people in an organizatin share a common understanding of the tasks and goals about which they are working

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networked culture

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this type of organizational culture is characterized by high levels of sociability and low levels of solidarity

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mercenary culture

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this type of organizational culture is characterized by a low degree of sociability and a high degree of solidarity

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fragmented culture

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this type of organizational culture is characterized by a low degree of sociability and a low degree of solidarity

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communal culture

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this type of organizational culture is characterized by a high degree of sociability and a high degree of solidarity

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symbols

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material objects that connot meanings that extend beyong their intrinsic content

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statements of principle

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explicitly written statements describing the principle beliefs that guide an organization; such documents can help reinforce an organization's culture

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codes of ethics

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documents in which explicit statements are made that express a company's ethical values

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culture clashes

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problems resulting from attempts to merge two or more organizational cultures that are incompatible

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creativity

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the process by which individuals or teams produce novel and useful ideas

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organizational change

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planned or unplanned transformations in an organization's structure, technology, and/or people

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first-order change

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change that is continuous in nature and involves no major shifts in the way an organization operates

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second-order change

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radical change; major shifts involving many different levels of the organization and many different aspects of business

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doomsday management

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the practice of introducing change by suggesting that an impending crisis is likely

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unplanned change

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shifts in organizational activities due to forces that are external in nature, those beyond an organization's control

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strategic planning

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the process of formulating, implementing, and evaluating decisions that enable an organization to achieve its objectives

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downsizing

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the process of systematically reducing the number of employees required to operate effectively

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outsourcing

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the practice of eliminating parts of organizations that focus on noncore sectors of the business and hiring outside firms to perform these functions instead

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stakeholder

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any individual or group in whose interest an organization is run

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resistance to change

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the tendency for employees to be unwilling to go along with organizatinal changes, either because of individual fears of the unknown, or organizational impediments

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structural inertia

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the organizational forces acting on employees, encouraging them to perform their jobs in certain ways, thereby making them resistant to change