Organizational Theory, Design And Change: Chapter 7

Front 1

organizational culture

Back 1

the set of shared values and norms that controls organizational members' interactions with each other and with peole outside the organization.

Front 2

values

Back 2

general criteria, standards, or guiding principles that people use to determine which types of behaviors, events, situations, and outcomes are desirable or undesirable.

Front 3

terminal value

Back 3

a desired end state or outcome that people seek to achieve.

Front 4

instrumental value

Back 4

a desired mode or pattern behavior

Front 5

norms

Back 5

standards or styles or behavior that are considered acceptable or typical for a group of people.

Front 6

socialization

Back 6

the process by which members learn and internalize the values and norms of an organization's culture

Front 7

role orientation

Back 7

the characteristic way in which newcomers respond to a situation

Front 8

institutionalized role orientation

Back 8

when individuals are taught to response to a new context in the same way that existing organizational members respond to it.

One danger lies in the power it gives to top management to manipulate the situation. A second danger is in the sameness it may produce among members.

Front 9

individualized role orientation

Back 9

individuals are allowed and encouraged to be creative and to experiment with changing norms and values so that an organization can better achieve its values.

Front 10

Socialization Tactics

Back 10

Collective vs individual
formal vs informal
sequential vs random
fixed vs variable
serial vs disjunctive
divestiture vs investiture

Front 11

Rites of passage

Back 11

mark an individual's entry to, promotion in, and departure from the organization

Front 12

rites of integration

Back 12

build and reinforce common bonds between organizational members

Front 13

rites of enhancement

Back 13

publicly recognizes and reward employees' contributions

Front 14

Where does organizational culture come from?

Back 14

Characteristics of people within the organization
organizational ethics
property rights
top management and property rights
organizational structure

Front 15

property rights

Back 15

the rights that an organization gives to its members to receive and use organizational resources.

Front 16

obstructionist approach

Back 16

the low end of the organizations' commitment to social responsibility.

Front 17

defensive approach

Back 17

an approach indication a commitment to ethical behavior

Front 18

Accommodative approach

Back 18

the acknowledgment of the need to support social responsibility.

Front 19

Proactive approach

Back 19

managers who acively embrace the need to behave in socially responsible ways, go out of their way to learn about the needs of different stakeholder groups, and are willing to utilize organizational resources to promote the interests not only of stockholders but of the other stakeholders.

Front 20

Approaches to social responsibility

Back 20

obstructionist approach
defensive approach
Accommodative approach
Proactive approach

Front 21

whistle-blowing

Back 21

informing (by an employee) an outside person or agency, such as a government agency or a newspaper or television reporter, about an organization's illegal or immoral behavior.

Front 22

Why be socially responsible?

Back 22

it is the right thing to do
increased business
less risky investments
more profitable
better reputation
sought out by communities
more loyal and committed workforce