Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
29 Cards in this Set
- Front
- Back
|
Organizational Culture
|
a system of shared meaning amongst an organization that distinguishes it from other organizations.
it develops over many years and is rooted in deeply held values to which employees are strongly committed how employees perceive the characteristics of an organization's culture NOT WHETHER THEY LIKE IT DIFFERENT THAN JOB SATISFACTION |
|
|
Seven characteristics of culture
|
1. innovation and risk taking
2. attention to detail (employee precision) 3. outcome orientation 4. people orientation 5. team orientation 6. aggressiveness 7. stability |
|
|
Job satisfaction
|
measures how employees feel about the organization's expectations, reward practices, ect.
org behavior = descriptive job satisfaction = evaluative |
|
|
Dominant culture
|
the core values shared by a majority of members
|
|
|
subculture
|
develop in organizations to reflect common problems, situations, or experiences faced by groups of members in the same department/location
more subcultures decreases the power of the organization culture to shape behavior |
|
|
Strong culture
|
the organization's core values are both intensely held and widely shared
high behavioral control reduces employee turnover - demonstrates high agreement about what the organization represents unanimity of purpose builds cohesiveness, loyalty, and commitment more difficult because of decentralization trend |
|
|
culture versus formalization
|
formalization of an organization creates predictability, orderliness and consistency
strong culture achieves this but without the need for written documentation stronger culture = less need for regulation |
|
|
Culture's function
|
1.creates distinction between organizations
2. conveys sense of identity 3. facilitates generation of commitment to organization interests instead of individual interests 4. enhances stability of social system 5. sense-making and control mechanism that guides and shapes employees attitudes and behavior |
|
|
Organizational Climate
|
shared perceptions of organizational members have about their organization and work environment
"team spirit" at the organizational level strongly related to job satisfaction, involvement, commitment, and motivation positive climate = customer satisfaction and financial performance ex. climate for performance = work harder more support ex. diversity = more comfortable collaborating with different coworkers influences how people adopt (safety) |
|
|
Culture as liability
|
1. institutionalization
2. barriers to change 3. barriers to diversity 4. barriers to acquisitions and mergers |
|
|
Institutionalization
|
valued for itself not for its products or services
doesn't go out of business even if original goals are no longer relevant can stifle innovation and make maintaining organization's culture an end to itself |
|
|
Barriers to change
|
Culture is a liability when the shared values are not in agreement with those that further org's effectiveness aka when change occurs and they cannot respond
|
|
|
Barriers to diversity
|
Culture becomes a liability when it suppresses diverse behaviors and unique strengths by enforcing such a strong culture that people must change to conform
if there is an institutional bias and judge people who are different = bad |
|
|
Barriers to acquisitions and mergers
|
when acquisitions work it has to do more with if cultures fit
won't be successful if different |
|
|
Creating culture
|
Founders are the ultimate source of culture
1. response to critical events 2. identification with leaders founder personality = embedded in culture |
|
|
Maintaining culture
|
- selection process
- performance evaluation criteria - training and development activities - promotion procedures all make sure that the people selected fit in with the culture (it rewards those who support it and penalize those who challenge it) 3 forces in sustaining culture 1. selection practices 2. actions of top management 3. socialization methods |
|
|
Selection practices to maintain culture
|
goal: identify and hire individuals with knowledge, skill, and ability to perform successful but must be consistent with a good portion of the organization
provides info to employees |
|
|
Socialization as a means to maintain culture
|
def: the process that helps new employees adapt
ex. bootcamp for marines 3 stages: 1. pre arrival 2. encounter 3. metamorphosis finished when newcomer has internalized the norms and are confident about their competence and trust peers |
|
|
Prearrival stage of socialization
|
ensures that individuals arrive with a set of values, attitudes, and expectations that are consistent with the work to be done at the organization
very important because no matter how well managers believe they can socialize employees the most important predictor of future behavior is past behavior - determines how proactive their personality is, the critical predictors of how well they adjust to a new culture so must inform employees about org during hiring process success depends greatly that aspiring members has correctly anticipated expectations and desires of those in the organization in charge of selection |
|
|
Encounter stage of socialization
|
confronts the possibility that expectations about job, coworkers, the boss, the org, may differ from reality
if accurate than encounter phase cements perceptions must "learn the ropes" |
|
|
Metamorphosis stage of socialization
|
institutionalized practice: when managers rely on fixed, collective, formal, sequential, serial socialization programs to strip away a new comers differences and replace them with standardized behaviors
individual practice: when managers use informal, individual, random, variable programs - more likely to give newcomer innovative sense of their role and methods of working (more common in creative fields) |
|
|
Socialization options
|
Formal (orientation and training) vs. informal (little or no special attention)
individual vs. collective (boot camp) fixed (standardized stages of transition has probationary periods) vs. variable (no schedule) serial (role models who train and encourage apprentice) vs. random (no role models - figure it out on your own) investiture (assumes newcomers qualities/ificaitons are necessary for job success) vs. divestiture (strip away certain characteristics) |
|
|
How employees learn
|
- stories (anchor present in the past and explain legit current practices)
- rituals (repetitive sequences of activities that express and reinforce key values of the org) - material symbols (layout of headquaters, cars driven by execs, size of office, openness) - language jargon terms to describe things |
|
|
Ethical organizational culture
|
- risk tolerant
- low to moderate aggressive - focused on means and outcomes - balances rights of stakeholders org = powerful and ethical - has a positive influence on employee behavior |
|
|
How to create an ethical culture
|
1. be a visible role model (top management)
2. communicate ethical expectations (create a code) 3. provide ethical training 4. visibly reward ethical acts and punish unethical ones 5. provide protective mechanisms (counselor) |
|
|
Positive organizational culture
|
emphasizes building employee strengths (in dark days), rewards more than it punishes, and emphasizes individuals vitality and growth
|
|
|
How leaders can form culture
|
primary embedded mechanism
secondary articulated and reinforcement mechanism |
|
|
Primary embedded mechanism
|
- the things they pay attention to
- their modeled behavior - HR strategies - allocation of rewards - their response to critical events |
|
|
Secondary articulated and reinforced mechanism
|
- organizational design and structure
- organizational processes - physical design - myths, legends, stories, symbols - formal statements and philosophies |
