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27 Cards in this Set
- Front
- Back
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Define: organizational culture |
the shared social knowledge within an organization regarding the rules/norms/values that shape the attitudes and behaviours of its employees |
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What are the 3 major components of any organizations culture? |
1. observable artifacts- aspects of an organizations culture that employees and outsiders can easily see or talk about 2. espoused values- the beliefs, philosophies, and norms that a company explicitly states 3. basic underlying assumptions- taken for granted beliefs and philosophies that are so engrained that employees simply act on them rather than questioning the validity of their behaviour in a given situation |
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What are the 6 major types of observable artifacts? |
symbols- images an organization uses, that generally convey messages physical structures- buildings and internal office designs language- jargon/slang/slogans stories- anecdotes, accounts, legends, and myths passed down from cohort to cohort within an organization rituals- daily or weekly planned routines ceremonies- formal events, generally performed in front of an audience of organizational members |
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What are the 4 types of culture? |
1. Networked culture 2. Communal Culture 3. Fragmented Culture 4. Mercenary Culture |
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Define: networked culture |
an organizational culture in which employees are friendly to one another, but everyone thinks differently and dos his or her own thing |
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Define: communal |
an organizational culture type in which employees are friendly to one another and all think alike |
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Define: fragmented |
an organizational culture type in which employees are distant and disconnected from one another |
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Define: mercenary |
an organizational culture in which employees think alike but aren't friendly to on another |
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Define: customer service culture |
a specific culture type focused on service quality |
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What are the steps of the service culture process
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1. service oriented leadership behaviour 2. service culture 3. service oriented employee behaviours 4. customer satisfaction 5. unit sales |
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Define: safety culture |
a specific culture type focused on the safety of employees |
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Define: diversity culture |
a specific culture type focused on taking advantage of a diverse group of employees |
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Define: creativity culture |
a specific culture type focused on fostering a creative atmosphere |
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Define: culture strength |
the degree to which employees agree about how things should happen within the organization and behave accordingly |
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Advantages of a strong culture |
- differentiates the organization from others - allows employees to identify themselves with the organization - facilitates desired behaviours among employees - creates stability within the organization |
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Disadvantage of a strong culture |
- makes merging with another organization more difficult - attracts/retains similar kinds of employees, limiting diverse thoughts - can be "too much of a good thing" if it creates extreme behaviours among employees - makes adapting to the environment more difficult |
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Define: sub-cultures |
cultures created within small subsets of the organizations employees |
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Define: countercultures |
subcultures whose values do not match those of the organizations |
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Define: ASA framework |
a theory (attraction-selection-attirtion) that states that employees will be drawn to organizations with cultures that match their personality, organizations will select employees that match, and employees will leave or be forced out when they're not a good fit |
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Define: socialization |
the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organizations culture |
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What are some of the dimensions addressed in the socialization efforts |
-goals and values -performance proficiency -language -history -politics -people |
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List/explain the stages of the socialization process |
1. Anticipatory Stage- begins as soon as a potential employee develops an image of what it would be like to work for a company 2. Encounter Stage- beginning the day an employee starts work, during which the employee compares the info as an outsider to the information learned as an insider 3. Reality Shock- a mismatch of info that occurs when an employee finds that aspects of working at a company aren't what he/she expected 4. Understanding and Adaption- newcomers come to learn the content areas of socialization and internalize the norms and expected behaviours of the organization |
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Define: OCAI |
organizational culture assessment instrument - a structured diagnostic tool used to describe and categorize corporate cultures |
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Define: hierarchically-oriented cultures |
those whose members value stability and control, but which are inwardly focused with respect to coordination and efficiency - favours structure and control, coordination and efficiency and stability is important |
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Define: market-oriented cultures |
those that value stability and control, but have a strong external orientation - results oriented, getting the job done - values competition and achievement |
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Define: clan-oriented cultures |
closest to what you might see in a family, characterized by team work, cohesiveness, commitment, collaboration and permeated by a sense of "we-ness" - very personal place - involves mentoring, nurturing and participation |
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Define: advocacy-oriented cultures |
those that combine flexibility and direction with a strong external focus -dynamic and entrepreneurial, take risks - values innovation and entrepreneurship |
