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BCIT BUSA 2150 > BUSA Chapter 12 > Flashcards

BUSA Chapter 12 Flashcards

1
Q

Organization culture

A

System of shared beliefs and values that shapes and guides the behavior of an organization’s members

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2
Q

System of shared beliefs and values that shapes and guides the behavior of an organization’s members

A

Organization culture

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3
Q

Hierarchical cultures

A

Emphasize tradition and clear roles

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4
Q

Emphasize tradition and clear roles

A

Hierarchical cultures

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5
Q

Emphasize process and slow change

A

Dependable/Rational cultures

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6
Q

Dependable/Rational cultures

A

Emphasize process and slow change

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7
Q

Enterprising/entrepreneurial culture

A

Emphasize creativity and competition

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8
Q

Emphasize creativity and competition

A

Enterprising/entrepreneurial culture

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9
Q

Social/team cultures

A

Emphasize collaboration and trust

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10
Q

Emphasize collaboration and trust

A

Social/team cultures

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11
Q

Strong organizational cultures

A

Culture is clear, well-defined, and widely shared by members

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12
Q

Culture is clear, well-defined, and widely shared by members

A

Strong organizational cultures

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13
Q

Socialization

A

Process of “onboarding” new members so that they learn the culture and values of the organization

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14
Q

Process of “onboarding” new members so that they learn the culture and values of the organization

A

Socialization

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15
Q

Observable culture

A

Organizational culture visible in the member’s behavior, stories, heroes, rituals, and metaphors/symbols that are part of daily organizational life

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16
Q

Organizational culture visible in the member’s behavior, stories, heroes, rituals, and metaphors/symbols that are part of daily organizational life

A

Observable culture

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17
Q

Core culture

A

Core values or underlying assumptions and beliefs that shape and guide employee’s behaviors

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18
Q

Core values or underlying assumptions and beliefs that shape and guide employee’s behaviors

A

Core culture

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19
Q

Value-based management

A

Describes managers who actively help to develop, communicate, and enact core values every day

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20
Q

Describes managers who actively help to develop, communicate, and enact core values every day

A

Value-based management

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21
Q

Symbolic leader

A

Someone whose words and actions consistently communicate core values

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22
Q

Someone whose words and actions consistently communicate core values

A

Symbolic leader

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23
Q

Workplace spirituality

A

Organizational culture that helps people find meaning and a sense of shared community in their work

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24
Q

Organizational culture that helps people find meaning and a sense of shared community in their work

A

Workplace spirituality

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25
Q

Multiculturalism

A

Range of ethnicities in society; inclusiveness, pluralism, and respect for diversity

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26
Q

Range of ethnicities in society; inclusiveness, pluralism, and respect for diversity

A

Multiculturalism

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27
Q

Multicultural organizations

A

Communicate support for multiculturalism and empower the full diversity of all members

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28
Q

Communicate support for multiculturalism and empower the full diversity of all members

A

Multicultural organizations

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29
Q

Common characteristics of multicultural organizations

A

*Pluralism
*Structural integration
*Informal network integration
*Absence of prejudice and discrimination *Minimum intergroup conflict

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30
Q

Organizational subcultures/co-cultures

A

Consist of members who share similar values and beliefs based on their work, responsibilities, personal characteristics, and social identities

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31
Q

Consist of members who share similar values and beliefs based on their work, responsibilities, personal characteristics, and social identities

A

Organizational subcultures/co-cultures

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32
Q

Ethnocentrism

A

The belief that one’s subculture or co-culture is superior to all others

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33
Q

The belief that one’s subculture or co-culture is superior to all others

A

Ethnocentrism

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34
Q

Generational subcultures

A

Age differences among workers

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35
Q

Age differences among workers

A

Generational subcultures

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36
Q

Gender subcultures

A

Form in organizations among persons with shared gender identities and who display common patterns of behavior

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37
Q

Form in organizations among persons with shared gender identities and who display common patterns of behavior

A

Gender subcultures

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38
Q

Double-blind dilemma

A

Female leaders get criticized when they act consistent with female subculture stereotypes and when they act consistent with male subculture stereotypes

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39
Q

Female leaders get criticized when they act consistent with female subculture stereotypes and when they act consistent with male subculture stereotypes

A

Double-blind dilemma

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40
Q

Occupational and functional subcultures

A

Form around shared professions and skills

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41
Q

Form around shared professions and skills

A

Occupational and functional subcultures

42
Q

Ethnic subcultures/national subcultures

A

Form around people who share the same background in terms of ethnicity or nationality

43
Q

Form around people who share the same background in terms of ethnicity or nationality

A

Ethnic subcultures/national subcultures

44
Q

Glass ceiling

A

An invisible barrier that limits the professional advancement of women and members of certain groups in some organizations

45
Q

An invisible barrier that limits the professional advancement of women and members of certain groups in some organizations

A

Glass ceiling

46
Q

Leaking pipeline problem

A

Situations where qualified and high-performing women with top management potential drop out of upward-tracking career paths

47
Q

Situations where qualified and high-performing women with top management potential drop out of upward-tracking career paths

A

Leaking pipeline problem

48
Q

Examples of harassment and discrimination

A

*Gender-based discrimination
*Pay discrimination

49
Q

Employment equity

A

Leadership commits the organization to hire and advancing members of visible minorities, women

50
Q

Leadership commits the organization to hire and advancing members of visible minorities, women

A

Employment equity

51
Q

Valuing diversity

A

Leadership commits the organization to education and training programs designed to help employees better understand and respect individual differences

52
Q

Leadership commits the organization to education and training programs designed to help employees better understand and respect individual differences

A

Valuing diversity

53
Q

Managing diversity

A

Leadership creates an organizational culture that allows all members to reach full potential

54
Q

Leadership creates an organizational culture that allows all members to reach full potential

A

Managing diversity

55
Q

Change leader

A

Someone who takes the initiative to change existing patterns of behavior by a person or within a social system

56
Q

Someone who takes the initiative to change existing patterns of behavior by a person or within a social system

A

Change leader

57
Q

Top-down change

A

Senior managers initiate changes to improve organizational performance

58
Q

Senior managers initiate changes to improve organizational performance

A

Top-down change

59
Q

Bottom-up change

A

Ideas initiated from lower organizational levels and lets them percolate upward

60
Q

Ideas initiated from lower organizational levels and lets them percolate upward

A

Bottom-up change

61
Q

Transformational change

A

Radical or frame-breaking change that results in a major and comprehensive redirection of the organization

62
Q

Radical or frame-breaking change that results in a major and comprehensive redirection of the organization

A

Transformational change

63
Q

Incremental change

A

Modest, frame-bending change to move it forward through continuous improvements

64
Q

Modest, frame-bending change to move it forward through continuous improvements

A

Incremental change

65
Q

Phases of Planned Change

A
  1. Unfreezing
  2. Changing
  3. Improvising
66
Q

Unfreezing

A

The change agent creates a felt need for change

67
Q

The change agent creates a felt need for change

A

Unfreezing

68
Q

Changing

A

Actual changes are made in such organizational targets as tasks, staffing, culture, technology, and structures

69
Q

Actual changes are made in such organizational targets as tasks, staffing, culture, technology, and structures

A

Changing

70
Q

Managers concerned with stabilizing change through appropriate rewards, positive reinforcement, and resource support

A

Improvising

71
Q

Improvising

A

Managers concerned with stabilizing change through appropriate rewards, positive reinforcement, and resource support

72
Q

Improvisational change

A

Adjustments are continually made as aspects of the change initiative are implemented

73
Q

Adjustments are continually made as aspects of the change initiative are implemented

A

Improvisational change

74
Q

Force-Coercion strategy

A

Use formal authority and rewards and punishments as the primary inducements to get behind change

75
Q

Use formal authority and rewards and punishments as the primary inducements to get behind change

A

Force-Coercion strategy

76
Q

Direct forcing

A

Change agents take unilateral action to command that change takes place

77
Q

Change agents take unilateral action to command that change takes place

A

Direct forcing

78
Q

Political maneuvering

A

Change agents work indirectly to gain a special advantage over other persons and thereby make them change

79
Q

Change agents work indirectly to gain a special advantage over other persons and thereby make them change

A

Political maneuvering

80
Q

Rational persuasion strategy

A

Attempt to bring about change through persuasion supported by special knowledge, empirical data, and rational arguments

81
Q

Attempt to bring about change through persuasion supported by special knowledge, empirical data, and rational arguments

A

Rational persuasion strategy

82
Q

Shared power strategy (Normative-reductive strategy)

A

Uses collaboration to identify values, assumptions, and goals from which support for change naturally emerges

83
Q

Uses collaboration to identify values, assumptions, and goals from which support for change naturally emerges

A

Shared power strategy (Normative-reductive strategy)

84
Q

Nudge theory

A

Nudging someone by encouraging or inspiring them to change

85
Q

Nudging someone by encouraging or inspiring them to change

A

Nudge theory

86
Q

Resistance to Change

A

*Fear of the unknown
*Disrupted habits
*Loss of confidence
*Loss of control
*Poor timing
*Work overload
*Loss of face
*Lack of purpose

87
Q

Four Resistance To Change Checkpoints

A
  1. Check benefits
  2. Check compatibility
  3. Check simplicity
  4. Check “tryability”
88
Q

Education and communication

A

Discussions, presentations, and demonstrations to educate everyone beforehand about a change

89
Q

Discussions, presentations, and demonstrations to educate everyone beforehand about a change

A

Education and communication

90
Q

Participation and involvement

A

Allows others to contribute ideas and help design and implement the change

91
Q

Allows others to contribute ideas and help design and implement the change

A

Participation and involvement

92
Q

Facilitation and support

A

Provide encouragement and training, engage in active listening to problems and complaints, and seek ways to reduce performance pressures

93
Q

Provide encouragement and training, engage in active listening to problems and complaints, and seek ways to reduce performance pressures

A

Facilitation and support

94
Q

Negotiation and agreement

A

Provide incentives to gain support from those who are actively resisting or ready to resist change initiatives

95
Q

Provide incentives to gain support from those who are actively resisting or ready to resist change initiatives

A

Negotiation and agreement

96
Q

Positive Ways of Handling Resistance To Change

A

*Education and communication
*Participation and involvement
*Facilitation and support
*Negotiation and agreement

97
Q

Negative Ways of Handling Resistance To Change

A

*Manipulation and co-optation
*Explicit and implicit coercion

98
Q

Manipulation and co-optation

A

Seek covertly influence others by selectively providing information and structuring events in favor of the desired change

99
Q

Seek covertly influence others by selectively providing information and structuring events in favor of the desired change

A

Manipulation and co-optation

100
Q

Explicit and implicit coercion

A

Forces people to accept change by threatening undesirable consequences for noncompliance

101
Q

Forces people to accept change by threatening undesirable consequences for noncompliance

A

Explicit and implicit coercion

BCIT BUSA 2150 (7 decks)

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