Organizational Culture And Climate

Front 1

Organizational Culture

Back 1

composed of a variety of elements

the core values, beliefs, norms and perceptions of organizational members that shape their behaviour and attiudes

Front 2

Organization Climate

Back 2

the prevailing "atmospher" that exists in an organization and is an outcome of the culture

Front 3

Norms

Back 3

the expected standards of behaviour in an organization
can be required or emergent
Are reinforced through HR programs such as: Performance management, compensation, employee communications and training and development

Front 4

Required Norms

Back 4

expected standards of behaviour in an organization as outlined in the policies and regulations

Front 5

Emergent Norms

Back 5

expected standards of behaviour in an organization in that they are the result of social interaction between members and the organic evolutions of what is acceptable and unacceptable behaviour

Front 6

Quality of Working Life (QWL)

Back 6

Organization Development initatives where the design of the jobs, work groups, working conditions and processes are redesigned such that employees are able to achieve a greater sense of identity with and satisfaction from, their work and workplace.

Front 7

Total Quality Management (TQM)

Back 7

initatives where the focus on improving product and/or service quality engages the whole organization and its members in redesigning systems, processes, jobs, training, accoutabilities and authorities such that hgiher level of performance, particularly quality, are achieved

Front 8

Kaizen

Back 8

a particular form of Total Quality Management that focuses on continuous improvement built on employee involvement

Front 9

PDCA cycle

Back 9

a total quality Management process where by you Plan what you want to do, Do what you planned to do, Check to see that what you did was what you planned to do, Act on the information to determine whether you need to plan to do something different

Front 10

Plan Stage

Back 10

part of the PDCA cycle
where you lay out what you want to do

Front 11

Do Stage

Back 11

part of the PDCA cycle
where you act on what planned to do

Front 12

Check Stage

Back 12

part of the PDCA cycle
review to see that what you did was what you planned to do

Front 13

Act Stage

Back 13

part of the PDCA cycle

_____ on the information to determine whether you need to plan to do something different

Front 14

Six Sigma

Back 14

a product of total quality management
focuses on improving quality by reducing the number of defects
developed by Motorola
an rigorous, disciplined, fact-based way to deliver more money to the bottom line through porcess improvement and process design projects led by indidivualds

Front 15

Business Process Re-Engineering (BPR)

Back 15

initatives that use industrial engineering techniques to "re-engineer" the way products are produced and services are delivered
uses

Front 16

Lean Manugacturing

Back 16

an undertaking that is aimed at the elimination of waste in customer relations, product design, supplier networks, and factory management

Front 17

Socio-Technical Systems Design

Back 17

designed to improve productivity, worker motivation and moral by considering the relation between a nonhuman system and a human system (worker). these systems focus on work groups with more flexibility and responsibilities to work as a team and correct inefficiencies and work issues

Front 18

Organization citizenship behaviour

Back 18

indivudal behaviour that is discretionary, not directly or explicitly recognized by the formal rewards system and that in the aggregate promotes the effective functioning of the organization

Front 19

Best practice

Back 19

a method or technique that has consistently shown results superior to those achieved with other means, and that is used as a benchmark.

can evolve to become better as improvements are discovered.