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;
16 Cards in this Set
- Front
- Back
|
Organizational Culture |
Set of shared, implicit, taken for granted assumptions that influence how a group perceives and reacts to various environments |
|
|
What are the five elements that drive Organizational Culture? |
Founders Values -Industry and business environment -national culture -organizational vision/ strategies -Behavior of leaders |
|
|
What are the three levels of Organizational Culture? |
1)Observable artifacts 2) Espoused Values (Stated) 3)Basic Underlying Assumtions (taken for granted values) |
|
|
Sustainability |
Companies ability to make profits without sacrificing its resources, people, community, and planet |
|
|
Competing Values Framework |
Gives managers a way to understand, measure and change organizational culture |
|
|
Clan Culture |
Internal focus that values flexibility and lacks stability and control -Employee Focused, Collaboration -Job Satisfaction -Resources toward hiring and developing employees |
|
|
Adhocracy Culture |
External Focus, values flexibility -Respond fast to changes in the marketplace to bring about new innovative products -Empower employees to take risks and think outside of the box |
|
|
Market Culture |
External Focus, values stability and control -Major focus is on achieving goals and obtaining profits -Competition based culture used to achieve goals |
|
|
Hierarchy Culture |
Values centralized power/leadership, stability and control, internal focus -Used in organizations that require specific processes and use repetition, quality, and extensive measurement on products -Reliable |
|
|
Organizational Socialization |
process in which a person socializes with group to learn the values and norms, allowing them to participate in the group |
|
|
Anticipatory Socialization |
First phase to organizational socialization Individuals anticipation and knowledge of the culture before entering it -Happens before employee is entered into the organization -Could involve research or expectations of new job culture |
|
|
Encounter Phase |
Second phase of socialization where the employee actually joins the organization and reconciles differences between expectation and reality -Use of onboarding programs to train new employees of visions and culture |
|
|
Change and Acquisition Phase |
3rd Phase of organizational change where employee masters task and roles related to culture -Only occurs when employee has clear understanding of role and expectations -Success in this phase enhanced by long term supprt |
|
|
Receptive Developmental Network |
Consists of weak ties to to a social system such as an proffessional association |
|
|
Traditional Developmental Network |
Creating close ties to someone within your workplace such as a boss or colleague |
|
|
Entrepreneurial Developmental Network |
Strongest Network, Conisists of strong ties between boss, colleague, and outside network |
