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61 Cards in this Set
- Front
- Back
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Define Organizational Culture |
a system of shared beliefs that guide the behavior of organization members
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How can organizational culture be described?
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Influences how people interact at work, passed on through socialization among employees
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Why is organizational culture important
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It defines what is important to the company and provides direction toward the "right" way of doing things
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3 main levels of culture
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Workplace artifacts Values Core Assumptions |
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Define workplace artifact
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Physical objects -layout -artwork -cubicles/offices -colors |
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Define Values
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Concepts/Beliefs/Convictions - good vs bad, right vs wrong -Terminal (end result) -Instrumental (means to the end result) |
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Define Core Assumptions
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Less visible and unsaid rules
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4 Functions of Org Culture
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1. Sense making 2. Organizational Identity 3. Collective Commitment 4. Social System Stability |
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Competing Values Framework
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Range of cultures based on flexibility and if benefits are internal or external
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4 Types of culture in CVF
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1. Clan (do things together) 2. Adhocracy (Do things first) 3. Hierarchy (Do things right) 4. Market (Do things fast) |
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Clan Culture
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-employee oriented -loyalty/trust -goal is happiness |
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Adhocracy Culture
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-risk taking -entrepreneurial -goal is innovation |
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Market Culture
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-results oriented -bottomline mentality -goal is making money |
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Hierarchy Culture
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-structured/controlled -goal is continuing what works |
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Personality types matched with 4 cultures
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Clan - agreeableness Adhocracy - Openness Market - Extraversion Hierarchy - Conscientiousness |
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Define Org Socialization
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Current members teach new members about org and how to fit in
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Stages of Org. socialization
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Anticipatory Encounter Change and Acquisition |
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Define Anticipatory socialization
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Before joining org -outsider -gather information and prepare -Internet and employee Q&A |
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Define Encounter socialization
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New Hire -Learn the tasks and roles expected, org fit -Employee orientation/training |
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Define Change and Acquisition socialization
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Insider -Learn and master their role and knowledge -Resolve any conflicts |
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How do you change org. culture? (4)
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1. Change values and assumptions 2. Change leadership 3. Change employee relations 4. Change employees/hiring practices **Attraction, Selection, Attrition** |
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Define Org. Acculturation
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process of psychological changes employees experience when in contact with another culture
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4 Strategies of Acculturation
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1. Assimilation (out with the old, in with new) 2. Deculturation (reject both old and new) 3. Integration (keep old and add new) 4. Separation (reject new and keep old) |
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Define Org Structure
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Formal system of tasks that coordinate and motivate employees
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Define Org Design
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process of making choices on how to arrange tasks and job relationships
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5 Common elements of Org. Structure |
1. Common purpose 2. Coordinates effort 3. Division of labor 4. Hierarchy of authority -centralized (high level decisions) -decentralized (all employees decide) 5. Span of control |
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5 types of org. structure
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1. Simple 2. Functional 3. Divisional 4. Matrix 5. Team-based |
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Define simple structure
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Centralized authority single leader few rules small businesses |
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Define functional structure
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Similar occupations together |
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Define Divisional structure
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Different skills grouped by region/product
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Define Matrix structure
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Combo of functional and divisional
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Define Team-based structure |
Improve relations and solve problems, but quickly dissolve |
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Pros/Cons: Functional
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Pros: communication, skill improvement, motivation, control Cons: limited growth, limited ideas, issues coordinating with outsiders |
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Pros/Cons: Divisional
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Pros: (as size increases) coordination, communication, autonomy Cons: high cost, duplicated functions, miscommunication across divisions, compete for resources |
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Pros/Cons: Matrix
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Pros: max coordination and comm, fast product ideas, high cooperation, creativity Cons: Role conflict, ambiguity, stress, unclear contribution to the team |
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4 factors affecting structure
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1. Environment 2. Culture 3. Technology 4. Strategy |
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Organic structure vs Mechanistic structure |
Organic: decentralized, complex movement Mechanic: centralized, formal and controlling |
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4 competitive strategies
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1. Cost leadership 2. Differentiation 3. Cost focus 4. Focused differentiation |
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Describe cost leadership strategy
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low price, wide market
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Describe differentiation
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unique products, wide market
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Describe Cost focus
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low price, niche market |
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Describe focused differentiation
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unique product, niche market
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Define Org. Change
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ongoing movement away from the present state and toward a state of increased effectiveness
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External forces of change (4)
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1. Competition 2. Economic/Political/Global 3. Demographic and social 4. Technological |
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Internal forces of change (4)
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1. Low productivity 2. Low job satisfaction 3. Conflicts 4. Strikes |
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Lewin's Force-field Theory
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Forces push, but people resist If force and resistance are matched, no change occurs |
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Stages of Lewin's Force-Field
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Unfreezing (Benchmark) Changing (Add new info) Refreezing (Ingrate new and reinforce) |
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Evolutionary change vs Revolutionary change
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Evolutionary (gradual, narrow focus) Revolutionary (rapid, dramatic, broad) |
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Types of Evolutionary change
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Socio-technical systems theory (change roles) Total quality management |
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Types of Revolutionary change
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Reengineering (change business processes) Restructuring (change culture/departments) Innovation |
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2 agents of change |
External and Internal change agents |
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Bottom up and top down
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Bottom up: implemented by employees Top down: CEO, radical reengineer |
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Define systems approach of change |
any change, big or small, affects the whole org |
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Target elements of change (4)
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1. org arrangements 2. people (skills, motivations) 3. methods (technology, workflow) 4. Social factors (leadership, communication) |
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Define change resistance
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emotional or behavioral response to real or imagined change
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Why do people resist change? (8)
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Predisposition to change Fear of unknown Fear of failure Loss of status/security Peer pressure Disruption of social relations Change of skill requirements Past successes |
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Change resistance and personality factors |
Positive change: -high self esteem -internal locus -low neuroticism -high openness |
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Kotter's suggestions for org change
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1. sense of urgency 2. establish coalition 3. develop vision/strategy 4. empower employees 5. generate short-term wins 6. make change stick |
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Define Org development
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techniques managers use to increase adaptability of the organization
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Steps of org development (4) |
Diagnosis Intervention Evaluation Feedback |
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6 emotional stages of change
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Denial Anger Bargaining Depression Acceptance Hope |
