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21 Cards in this Set
- Front
- Back
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ORGANIZATIONAL CULTURE .
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The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees
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OBSERVABLE ARTIFACTS
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Aspects of an organization’s culture that employees and outsiders can easily talk about.
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SYMBOLS
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The images an organization uses, which generally convey messages.
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PHYSICAL STRUCTURES
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The organization’s buildings and internal office designs.
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LANGUAGE
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The jargon, slang, and slogans used within an organization.
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STORIES
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Anecdotes, accounts, legends, and myths passed down from cohort to cohort within an organization.
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RITUALS
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The daily or weekly planned rou-tines that occur in an organization.
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CEREMONIES
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Formal events, generally performed in front of an audience of organizational members.
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ESPOUSED VALUES .
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The beliefs, philosophies, and norms that a company explicitly states
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BASIC UNDERLY-ING ASSUMPTIONS
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The ingrained beliefs and philosophies of employees
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CUSTOMER SERVICE CULTURE
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A specific culture type focused on customer service quality.
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DIVERSITY CULTURE
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A specific culture type focused on fostering or tak-ing advantage of a diverse group of employees.
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CREATIVITY CULTURE
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A specific culture type focused on fostering a cre-ative atmosphere.
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CULTURE STRENGTH
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The degree to which employees agree about how things should happen within the organization and behave accordingly
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SUBCULTURES .
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A cul-ture created within a small subset of the organization’s employees
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COUNTERCULTURES
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When a subcul-ture’s values do not match those of the organization.
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ASA FRAMEWORK
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A theory ( attraction– selection– attrition) that states that employees will be drawn to organizations with cultures that match their personality, organiza-tions will select employees that match, and employees will leave or be forced out when they are not a good fit.
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SOCIALIZATION
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The primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization’s culture.
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REALISTIC JOB PREVIEWS
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The process of ensuring that a potential employee understands both the positive and negative aspects of the potential job.
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MENTORING
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The pro-cess by which a junior- level employee develops a deep and long- lasting relation-ship with a more senior-level employee within the organization.
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PERSON– ORGANIZATION FIT
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The degree to which a person’s values and person-ality match the culture of the organization.
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