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25 Cards in this Set
- Front
- Back
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Cultural Approaches
Org as culture-form anthropology Prescriptive views of culture- “how to” make culture -Culture “formula” for success -“Correct” culture -Culture as “thing” to “have” |
Metaphor: Culture
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1. Values: beliefs & visions members hold for Org (CNU community: penny/honor)
2. Heroes: individuals that exemplify Org values (deans list, club leaders) 3. Rites & Rituals: ceremonies that celebrate Org (walking certain way to get diploma: show respect to the process) 4. Cultural Network: Comm. system that institutionalize & Reinforces (coded system to make meaning out of things) |
Deal and Kennedy's STRONG Culture
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1. Bias for action (fast action, don’t waste resources)
2. Close relations to customers (respect, actions reflect customers wants/needs, business model) 3. Autonomy & entrepreneurship (taking risks on new ideas) 4. Productivity through people (positive and respectful relationships with employees and management) 5. Hands on, value-driven (sharing same core values of productivity and performance) 6. Stick to knitting (focus on what you do best) 7. Simple form, lean staff (Avoid complex structures) 8. Simultaneous loose-tight properties (Unified & diverse as needed) |
Peters & Waterman’s “Excellent” Culture (need all 8 to have a great culture) (p. 82)
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Org cultures are complicated
Org cultures are emergent Org cultures are not unitary Org cultures are ambiguous |
Alternative Approaches to Culture
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Complex pattern of assumptions, values, behaviors, and artifacts
Definition of Culture (components of culture) -Group phenomenon (can’t have a single person to have culture) -Striving toward patterning (all culture creates patterns of behavior [talk, dress, act]) & Integration (brings individual into group and brings groups actions, values, norms into individual) -Pattern of basic assumptions -Emergent & developmental process -Socializing aspect (attitudes, beliefs, gender) Model of Culture Level 1: Artifacts -Objects, overt behavior -Visible but not always decipherable Level 2: Espoused Values -Preferences for what “ought” to happen -Orgs don’t have values, people do -Always match behavior Level 3: Basic Assumptions -“Core assumptions about world & how it works -“Take for granted” -Reinforced 1. Assumptions about nature of reality & truth 2. Assumptions about nature of time 3. Assumptions about nature of space 4. Assumptions about human nature 5. Assumptions about human activity 6. Assum |
Schein’s Model of Org Culture
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-Ethnography-“writing of culture”
-Culture as “text” to be read -Participant-observation (participate in a culture) -Non-participant-observation -Archival observation |
Methods For Studying Org Culture
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minimize distance between research & culture
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Goal For Studying Org Culture:
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Commonality & power/relationships
Common Threads Thus Far (commonality with rest of traditions, minus critical) -“Political” Frame -Unitary: Emphasis on common goals conflict is rare & negative power is natural prerogative -Pluralists: many groups with divergent interests conflict is positive * Radical: Org is a battleground for incompatible goals, power and conflict is a reflection of class struggle -Goal of theory to understand, explain, and find effective techniques -Critical Theory: Radical frame org as sites of domination theory (dominate attitudes, beliefs, behavior) emancipates (theory sets you free) individuals from dominating forces Hegel, Weber, Marx Inherent imbalance in relationship between owners & workers in capitalist society. “Critique” would lead to revolution Persuasiveness of power Traditional: power is relatively stable entity that people & groups have Symbological: power as product of interactions & relationships Radical Critical: contradictions of “deep structure” an |
Chapter 6: Critical Approaches
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Ongoing behavior & cognitive processes by which individuals join, become integrated, & exit orgs
Dual Process -Socialization -Individualization |
Chapter 7: Add name
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1. Anticipatory Socialization: occurs before entry to org (anticipated what being a college student would be like)
Socialization to occupation & org a. What “work” means b. Nature of occupations (nature of becoming a lawyer, mechanic, chef) c. Learning about particular org (look up CNU website in high school) 2. Encounter: “point of entry” to org -Change, contrast, surprise -Difference between “should” & actual -Learn values, expectations, & behaviors can be formal or informal 3. Metamorphosis -Transition from outsider to insider -Not static (being on inside needs maintenance) |
Phases of Socialization
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-Role-related: information, skills, procedures, & rules an individual must grasp to perform job
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Content of Socialization
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-Rarely formal documentation
-“Memorable Messages” -Narratives & Cultural Truism (assumed truth) 1. Developing familiarity w/ others in org 2. Acculturating; learning culture 3. Feeling recognized by others 4. Becoming involved in org 5. Developing job competency 6. Role Negotiation (some orgs don’t want role negotiation) **Different elements are more or less important for particular orgs. |
Organizational Culture
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1. Recruit potential employee, quality of recruit
2. Applicant finds out more about org 3. Socialization tool, facilitate adaptation process |
Communication Processes During Assimilation
Employment Interview |
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Half of all decisions made in organizations fail due to poor use of decision-making tactics
Models of Decision Making Process |
Chapter 8: Decision Making Process
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Assume decision making is linear, logical, and rational
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Rational Models
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1. Formation Stage
Noticing the problem that necessitates a decision 2. Concept Development Define the problem and search for relevant information 3. Detailing Develop a set of decision options Detail all options 4. Evaluation Evaluate decision options on criteria of effectiveness; optimal decision is identified 5. Implementation Put decision into action |
Normative Method Stages
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Humans are not always rational; so rational decisions cannot always be made
Cannot always remove our biases Robotic You don’t necessarily always have to follow the 1 though 5 steps at times you can switch it up to get to your end results |
Why Normative Method Stages can me problematic
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Rational Model not a good representation of how decisions are actually made in organizations
decision making is not always linear, logical, and rational |
Alternatives to Rational Models
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Rational Model seeks to optimize solutions to single best solution/decision
Satisfying a solution that works well enough to deal with situations Does not always have to be optimal but something that deals with the problem for the time being Organizations are characterized by Bounded Rationality Bounded to the context; what is rational for the organization has do with a lot to fix their problems although rationality by not even be an option Humans are limited cognitively and practically Can’t achieve objectively Often have to make a quick decision without deliberation Relies on institution process |
March & Simon
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(try and make a horse, end up with a camel/perfect car)
Though often problematic, vast majority of org decisions made in small groups |
Small Group Decision Making
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1. Orientation: members are acquainted w/ each other and problem
2. Conflict: Possible solutions debated 3. Emergence: reach some level of consensus 4. Reinforcement: decision is supported |
Descriptive models of small-group decision-making (Fisher)
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Typology is small-group decision paths
-Rational model followed less than 25% of the time -Multiple processes (everyone has an idea, group has a collective idea, another idea is brought to the table) -Preferred solution path (CNU wants to increase enrollment) |
Multiple Sequence Model- in decision-making (Poole)
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Comes from group behavior, normative behavior, so no thought is put into it
More concern w/ appearing cohesive (getting along/going along) & maintaining group relations (Image) than making high-quality decisions. |
Groupthink (Janis)
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Effective D.M. depends on groups attending to critical functions (critically assessing) through group communication.
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Functional Theory of Group D.M. (Hirokawa & Gouran)
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-Rational model place emphasis on task orientation (task brings group together)
-Focus on role of comm. Such as jokes & stories in creating group identity. *Similar to the notion that play & rest are as natural work (Theory Y) |
Symbolic Convergence Theory (Bormann)
Beyond Rational Group Processes |
