Organizational Behavior Chapter 3

Front 1

Set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about and reacts to its various environments

Back 1

Organizational culture

Front 2

Organizational culture characteristics:

- Passed on to new employees through the process of _________

- Influences our _____ at work

- Operates at different ________

Back 2

socialization, behavior, levels

Front 3

- Consists of the physical manifestation of an organization's culture

- Acronyms, manner of dress, awards, myths and stories, published lists of values, observable rituals and ceremonies, special parking spaces, and decorations

Back 3

Observable artifacts

Front 4

Values

Back 4

concepts or beliefs that pertain to desirable end states, transcend situations, guide selection of behavior and are ordered by relative importance

Front 5

Espoused values

Back 5

represent the explicitly stated values and norms that are preferred by an organization

Front 6

Enacted values

Back 6

represent the values and norms that actually are exhibited or converted into employee behavior

Front 7

Enacted values are based on ______ ________.

Back 7

observable behavior

Front 8

Basic assumptions of organizational culture

Back 8

Constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior

Front 9

Four functions of organizational culture

Back 9

1. Organizational identity

2. Sense-making device

3. Collective commitment

4. Social system stability

Front 10

Competing values quadrants

Back 10

Clan, Adhocracy, Hierarchy, Market

Front 11

Clan

Back 11

Thrust: Collaberate

Means: Cohesion, participation, communication, empowerment

Ends: Morale, people development, commitment

Quadrant: Flexibility and discretion, Internal focus and integration

Front 12

Adhocracy

Back 12

Thrust: Create

Means: Adaptability, creativity, agility

Ends: Innovation, growth, cutting-edge output

Quadrant: Flexibility and discretion, External focus and differentiation

Front 13

Hierarchy

Back 13

Thrust: Control

Means: Capable processes, consistency, process control, measurement

Ends: Efficiency, timeliness, smooth functioning

Quadrant: Stability and control, Internal focus and integration

Front 14

Market

Back 14

Thrust: Compete

Means: Customer focus, productivity, enhancing competetiveness

Ends: Market share, profitibility, goal achievement

Quadrant: Stability and control, External focus and differentiation

Front 15

Outcomes associated with organizational culture:

1. Clearly related to measures of organizational effectiveness.

2. Employees are more satisfied and committed to organizations with _____ cultures.

3. Innovation and quality can be increased by building characteristics associated with ______, _______, and ______ cultures into the organization.

4. An organization's financial performance (is/is not) very strongly related to organizational culture.

5. Comanies with _______ cultures tend to have more positive organizational outcomes.

Back 15

- clan

- clan, adhocracy, market

- is not

- market

Front 16

(T/F) Organizational members teach each other about the organization's preferred values, beliefs, expectations, and behaviors.

Back 16

True

Front 17

Organizational socialization

Back 17

process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization

Front 18

Phases of organizational socialization

Back 18

1. Anticipatory socialization

2. Encounter

3. Change and aquisition

Front 19

Anticipatory socialization

Back 19

- Occurs before an individual joins an organization

- Involves the information people learn about different careers, occupations, professions, and organizations

Front 20

Encounter

Back 20

- Employees learn what the organization is really like and reconcile unmet expectations

Front 21

Onboarding programs

Back 21

Help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, and culture and by clarifying work role expectations and responsibilities

Front 22

Change and acquisition

Back 22

Requires employees to master important tasks and roles and to adjust to their work group's values and norms

Front 23

Mentoring

Back 23

The process of forming and maintaining developmental relationships between a mentor and a junior person

Front 24

Developmental relationship strength reflects the quality of relationships among...

Back 24

the individual and those involved in his developmental network