Org. Behavior Ch. 2

Front 1

Definition of Culture

Back 1

a pattern of basic assumptions- invented, discovered or developed by a given group as it learns to cope with the problems of external adaptation and internal integration- that has worked well enough to be considered valid and therefore to be taught to new members as the correct way to perceive, think and feel in relation to those problems

Front 2

Organizational Culture

Back 2

involves assumptions, adaptations, perceptions and learning

Front 3

Culture

Back 3

- symbols, language, ideologies, rituals, myths.
- organizational scripts derived from the personal scripts of the organizational founders or dominant leader

Front 4

Scheins 3 Layer Model

Back 4

Artifacts - Values - Basic Assumptions

Front 5

Artifacts (Schein 3 Layer Model)

Back 5

More visible. visible but often not decipherable. easily seen, heard and found. material and non material items. Example, documents, policies, jargon.
can be hard to interpret.

Front 6

Values (Schein 3 Layer Model)

Back 6

Beliefs about what should be or ought to be. Ideas about the right way. Important to people, conscious affective desires or wants.

Front 7

Basic Assumptions (Schein 3 Layer Model)

Back 7

deeply held and unconscious beliefs about the nature of
- environment (marketplace)
- human behavior and relationships
- reality and truth
these are invisible.
these tell people how to think, perceive, and feel about work etc...

Front 8

Cultural Strength

Back 8

Strong Vs. Weak cultures

Front 9

Strong Cultures

Back 9

Characterized by employees sharing core values and agreeing to the way things should be done within the organization.
- the more employees that share and accept values the stronger it is.
- degree to which people agree with values.
- lenth of time they have existed.

Front 10

Weak Cultures

Back 10

the members do not share a core set of values and therefore they are unlikely to perform consistently across the organization.

Front 11

Types of Culture

Back 11

Customer service culture, ethical culture, diversity culture

Front 12

Subcultures

Back 12

Less dominant culture that exists within the main culture

Front 13

counter culture

Back 13

a sub culture whose values and norms of behaviors deviate from those of mainstream, often in opposition to the mainstream.

Front 14

examples of subcultures and counter cultures

Back 14

multinational corporations, geographic regions, functional departments, as a result of a merger or acquisition.

Front 15

Socialization

Back 15

the process by which proper behavior, thinking and attitudes are passed on to newcomers. bring new people into the culture. just communication, justification, model behavior, explaination

Front 16

Communication (Socialization)

Back 16

use communication to motivate and justify new behaviors. announcements, memos, rituals, stories, dress, etc.

Front 17

Justification (Socialiation)

Back 17

must get employees to see why they should act a certain way, i.e. justify this.

Front 18

Model Behavior (Socialization)

Back 18

model the proper behavior and values, weed out the cultural misfits and explain the values.

Front 19

Three Stages of Socialization

Back 19

Anticipatory, Accomodation, Role Management

Front 20

Anticipatory Socialization

Back 20

all the activities before entering the organization. the purpose of this is to acquire information about the organization or job. want to know 1) what working for the organization is like and 2) decide if they are suited for a job in the organization.

Front 21

Accomodation Socialization

Back 21

person is now a member of the organization, person sees the organization and the job for what it really is, they attempt to become active participants in the organization and competant performer.
1) establish relationships with coworkers and supervisor
2) learning the tasks required to perform the job
3) clarify the role in the organization and formal and informal roles
4) evaluating progress made towards satisfying demands of the job.

Front 22

Role Management Socialization

Back 22

conflicts begin to arise and can lead to issues. one potential conflict is between home and work life, if not addressed person may leave. the second is between work groups. poor stress managemetn is bad for person and organization.

Front 23

Mentoring

Back 23

long lasting, reciprocal partnership between a lower and higher end employee.trusted and experienced advisor. coaching, friendship, sponsorship.

Front 24

Phases of Mentorin

Back 24

initiation, cultivation, separation, redefinition

Front 25

ASA Framework (Stands for?)

Back 25

Attractiion, Selection, Attrition

Front 26

Attraction (ASA Framework)

Back 26

different people are ATTRACTED to different careers and organizations as a function of thei own abilities, interests and personalities.

Front 27

Selection (ASA framework)

Back 27

organizations SELECT employees on the basis of the needs of the organization

Front 28

Attrition (ASA Framework)

Back 28

ATTRITION - when people decide they dont like being part of the organization and elect to resign

Front 29

ASA Framework Defined

Back 29

The concept that attraction to an org, selection by it, and attrition from it result in particular kinds of people being in the organization and they determine organizational behavior.