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77 Cards in this Set
- Front
- Back
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culture
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integrated pattern of human behavior that inclues thought, speech, actions, artifacts, and depends on man's capacity for learning and transmitting knowledge
The way we do things around here Assumes we all see culture the same way |
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strong culture
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system of informal rules that spells out how people behave
enables people to feel better about what they do, so they might work harder |
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Elements of Culture:
Business environment |
Climate
-Determines what the business must do to be successful -Greatest single influence on corporate culture |
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System's metaphor
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1960's and 70's
Analytical framework for viewing organizations as an organism Widen lens through which we examine org com The learning organization |
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Hierarchy
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a component of a system
big part of system everything is in order |
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Components of a system (3)
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Hierarchy
Interdependence Permeability |
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Interdependence
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a component of a system
all depend on each other |
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Permeability
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a component of a system
what comes in and out |
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Closed System
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component: permeability
don't let information in or out aren't effective unless a task that is only for that organization, usually closed systems die unless it is top security, not successful |
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Open System
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component of system: permeability
Interact with environment and let information in and out |
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Input through output
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get a resource, adds a change, puts the new product/message out
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Exchange
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Things come in and out
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Corrective Feedback
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deviation reducing
corrects a problem and keeps it constant and stable on the same path |
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Positive Feedback
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deviation amplifying
Makes large change and adjustments |
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Holism
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Nonsummativity
system is not defined by individual members, but by the entire team |
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Equifinality
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more than one way and one right way to get to a goal
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Negative entropy
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systems have the ability to sustain themselves and grow if they are an open system
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requisite variety
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System itself has to be as diverse/complex as its environment
ex: if you aren't competing against someone, you don't have to have a strong political campaign |
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Network Analysis
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links between different members
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Network Content
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What's talked about
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Network Mode
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Medium that info is shared in an organization
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Network Density
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Dense- Many connections
Less Dense- Less communication |
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Level of Analysis
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Internal analysis
External analysis Group analysis |
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Network Links: strength
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how strong is communication
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Network Links: symmetry
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superior to subordinate
subordinate to subordinate is communication symmetrical? |
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Network Links: multiplexity
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Different kinds of contents that link different people
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Isolate
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Network Role
Don't talk to many people |
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Bridge
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Network Role
Person who connects organization with customers |
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Liaison
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Connect two radically different audiences in organization
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Big differences between Human Relations and Human Resources
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Relations- emotional needs of employees
Resources- capitalizes on group members as resources, also using emotions ex: relations- suggestion box for how you feel, resources- inviting employees to a meeting to make changes happen |
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Values
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Basic concepts and beliefs
Defines success for an organization Ex: profit, customer service Establish standards of achievement |
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Heroes
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Signify the organization’s values
Provide role models Examples: Thomas Edison, Jack Welch Purdue Culture Heroes: John Purdue, Neil Armstrong, Jiske |
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Rites and Rituals
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Systematic and programmed routines of day-to-day life in the company
Demonstrates the kind of behavior that is expected of them Provides visible and potent examples of what the company stands for- ex frozen hammer award, they become meaningful |
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The Cultural/communication Network
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How you learn about these values, heroes, rites and rituals
Medium that carries the message of culture |
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Elements of Culture (6)
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Business Environment
Values Heroes Rites Rituals The Cultural Network Rules |
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Tough guy/Macho Culture
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• Individualists (no reward on a team)
• Want stardom and overnight success • Quick Feedback • High Risk • Most grueling of all cultures • Law enforcement, surgeons, advertising, sports, traders in high finance, entertainment etc… • Value risk taking, high stakes, need to gamble, we can pull off the big deal, we are the best, biggest, greatest, big ego • Young (emotionally) • Focus on speed not endurance • Financial rewards come early • Intense pressure • High burnout rate • Heroes can be outlaws • Discriminates the lease against women- a star is a star |
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Tough guy/Macho Culture
Strengths and Weaknesses |
• Strengths- enables them to do what these companies must do, move industries ahead
• Weaknesses- no long-term investments, persistence is useless, superstitious, foster immaturity, strong cohesive culture hard to build |
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Work hard play hard culture
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• Small risks- one sale won’t make or break you; quick/intensive feedback
• Sales Organizations- more team • Success comes with persistence • Believe in good customer service • Usually young (chronologically) • Survivors are the Heroes- Super sales people ex: Michael Scott • Volume = Success • Team is very important • Rites and Rituals- • Energetic games and contests • Storytelling- fishing stories (exaggerated tales about hooking a sale), perfect sales pitch, focus on language |
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Work hard play hard culture
Strengths and Weaknesses |
• Strengths- get a lot of work done, ideal for active people, quick tangible feedback
• Weaknesses- volume can displace quality, lack of thoughtfulness or attention, go for the quick fix, can suffer terrible turnover if sales are down |
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Bet your company culture
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• Ex: Caterpillar
• High risk- slow feedback • Pressure that is persistent- slow drip torture • Risk the future not the company • One bad decision wont sink them; two will • Moves in months and years • More organizationally classical • The ritual is the business meeting • Seating by rank, only senior employees participate • Decision making- top down • Slow decision making, but mistakes can be corrected • Values: invest in the future, good ideas should be given a chance to work • Heroes: great deal of integrity, immaturity is not tolerated, sharing hard won knowledge is important, mentoring, organizational chart |
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Bet your Company Culture
Strengths and Weaknesses |
• Strengths- high quality inventions
• Weaknesses- move with slowness, don’t produce on mass scales, vulnerable to short-term fluctuations while they wait for major ventures to pay off |
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The Process Culture
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• Low Risk- Slow Feedback
• Bureaucracy • Banks, insurance cos, utilities, heavily regulated industries • Financial stakes are low • Employees get no feedback • Memos and reports disappear into the void • Employees focus on how they do something (manuals) ex: office space and the cover sheet • Written communication because of CYA mentality (everything accountable for, CC: your supervisor) • Values- technical perfection (underwriting excellence) • Heroes- protective, caution, protect system’s integrity (follow rules), orderly, punctual, attend to detail, carry out procedures, hunker down heroes • Rites and Rituals- procedures and work patterns are important, retirement |
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Organization
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social collectivity, organizational balance and individual goals, meaning of work gives you a purpose
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Organizational Communication (4 types)
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Org com as:
information transfer transactional process strategic control balance of creativity and constraint |
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Org com as Information transfer
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Metaphor: pipeline, 1 to 1
Assumes: Meaning is in words that sender uses, language can transfer thoughts Description: Speaker inserts thoughts and feelings into words, words contain thoughts and feelings, listener extracts those thoughts and feelings from words Effective if: receiver understands Limits: too simple, doesn't include non verbal ex: When message meaning gets changed because of translation |
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Org com as transactional process
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Metaphor: Process
Assume: Meaning is in the sender/receiver Description: Meaning is in the S & R, not in the words, but our interpretation. Is simultaneous, count on all types of feedback Effective if: we achieve shared meaning Limits: effective with simple message, inside jokes may not translate, cultural problems, some too complex, clarity bias because assumes someone wants to be clear |
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Org com as strategic control
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Metaphor: Control
Description: tool for controlling the environment, multiple goals, strategic, ambiguity, vague so applicable to everyone Effective if: ppl coordinate activity Limits- deniable because of diff interpretations, too ambiguous, eliminates accountability, unethical, manipulative Ex: Quality is Job One- vague slogan to apply to everyone, but means something different to everyone |
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Org com as a balance of creativity and constraint
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Metaphor: Balance
Assumes: com balances tension in micro (ind. ) and macro (rules and norms of organization) -Description: micro constructs macro, tension never goes away, goal is to manage tension NOT alleviate it, balance creativity and constraint Effective if: coherent, moving toward a group goal where individuals are satisfied Limits: no perfect balance |
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Fayol: Elements of classical management (5)
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planning
organize people command coordination control very prescriptive |
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principles of classical management (4)
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- structure (hierarchy)
- organizational power (centralized management) - reward - attitude (org. before personal) |
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Frederick Taylor
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Scientific Management
huge influence and has driven a lot of theories |
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Scientific Management
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1. reduction of worker's skill to scientific level
2. scientific selection and training of workers 3. "bringing together" of labor and ownership through right means and rate of production 4. development of harmonious/fair management (employees get work done, no independence) |
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Gilbreth Family
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Followers of Taylor (scientific management) but felt there are particular motions that increase time
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Time and Motion Studies
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time important for production at mcdonalds and starbucks
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Elements of Scientific Management that endure
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1) time and motion
2) personal selection- right people for right job 3) special incentives |
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Human Relations Focus
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Individual needs of employees
Non financial awards- other motivations Improvement of social interaction Motivation tied to self work Maslows Hierarchy of Needs |
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Maslow's Hierarchy of Needs
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1. Physiological needs- basic survival - air water food
2. Safety needs- health protection, property, resources, employment 3. Love and belonging- friendship, intimacy, belonging 4. Esteem- respect, self respect, confidence, achievement 5. Self-actualization- reaching full potential, creativity, non prejudice, morality |
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Mary Parker Follett
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Social worker
Stood for participatory management Talk with members for input Decentralized power base Power with, not power over |
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Elton Mayo
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did the Hawthorn Studies
Stressed limits of individual rationality expants and critiques S. M |
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Illumination Studies
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Human Relations
Adjusted light to rate productivity No sig. difference in productivity Found productivity only increased with increased attention from supervisor |
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Relay Assembly Test Room Studies
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6 women, no control
adjusted temp, lighting, work load, etc Discussed it with them first Social satisfaction from discussing was more important than economical aspects |
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Interview Programs
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Found problems between workers and management were emotional
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Bank Wiring Room Studies
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Human Relations
Hawthorne Studies Group of men social group had much more influence on worker behavior than formal org power |
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4 Hawthrone Studies and what they found
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Illumination Studies, Assembly Room, Interview, Bank Wiring Room
attention from management matters, social factors matter, management style matters |
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McGregor
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Theory X & Y
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Theory X
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assumes workers are unmotivated and you need to be strong and forceful to manage, no trust
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Theory Y
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assume workers are highly motivated to satisfy achievement and self actualization
Job is to bring out natural tendencies of intelligent, motivated workers |
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Human Resources
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Participatory, capitalizes on group members and their talents, also taking in to account their emotions
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Maslow in terms of org com
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Level 5: Self-actualization Work allowing the exercise of creativity
Level 4: Esteem Internal: Rewarding work External: Bonus pay Level 3: Affiliation Social relationships with coworkers Level 2: Safety Physically safe working conditions Level 1: Physiological “Living wage” to allow purchase of food, clothing |
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Blake and Mouton's Managerial Grid
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Placed a manager on a grid of 9-9 to rate them and their concern for productivity vs concern for workers
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Blake and Mouton's Managerial Grid
5 Parts |
Impoverished management
Country Club Management Authority Compliance Team Management Middle of the road management |
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impoverished management
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Blake and Mouton's Managerial Grid
low concern for people and a low concern for production (1,1 |
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country club management
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(1,9 on the
Leadership Grid)—is characterized by high concern for people and low concern for production |
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—authority-compliance
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is characterized by high concern for production and low concern for people.
This manager—like those of scientific and classical management—would endeavor to arrange all components of the workplace, including people, in order to maximize efficiency and attain goals. |
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team management
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(9,9 on the Leadership Grid)—is characterized by high concern for both production and
people. This type of manager believes that the best way to achieve organizational goals is through the interdependent action of committed, talented, and satisfied individuals. |
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middle-of-the-road management
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(5,5 on the Leadership
Grid) describes a manager who attempts to balance concern for people and production without going too far for either goal. |
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Likert's System IV
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a participative organization
decision-making is performed by every organizational member, and goals are set by complete work groups. Control is exercised at all levels of the organization, and communication is extensive, including upward, downward, and horizontal interaction. Human Resources Approach |
