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
2
Q
System of shared beliefs and values that shapes and guides the behavior of an organization’s members
A
Organization culture
3
Q
Hierarchical cultures
A
Emphasize tradition and clear roles
4
Q
Emphasize tradition and clear roles
A
Hierarchical cultures
5
Q
Emphasize process and slow change
A
Dependable/Rational cultures
6
Q
Dependable/Rational cultures
A
Emphasize process and slow change
7
Q
Enterprising/entrepreneurial culture
A
Emphasize creativity and competition
8
Q
Emphasize creativity and competition
A
Enterprising/entrepreneurial culture
9
Q
Social/team cultures
A
Emphasize collaboration and trust
10
Q
Emphasize collaboration and trust
A
Social/team cultures
11
Q
Strong organizational cultures
A
Culture is clear, well-defined, and widely shared by members
12
Q
Culture is clear, well-defined, and widely shared by members
A
Strong organizational cultures
13
Q
Socialization
A
Process of “onboarding” new members so that they learn the culture and values of the organization
14
Q
Process of “onboarding” new members so that they learn the culture and values of the organization
A
Socialization
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
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
17
Q
Core culture
A
Core values or underlying assumptions and beliefs that shape and guide employee’s behaviors
18
Q
Core values or underlying assumptions and beliefs that shape and guide employee’s behaviors
A
Core culture
19
Q
Value-based management
A
Describes managers who actively help to develop, communicate, and enact core values every day
20
Q
Describes managers who actively help to develop, communicate, and enact core values every day
A
Value-based management
21
Q
Symbolic leader
A
Someone whose words and actions consistently communicate core values
22
Q
Someone whose words and actions consistently communicate core values
A
Symbolic leader
23
Q
Workplace spirituality
A
Organizational culture that helps people find meaning and a sense of shared community in their work
24
Q
Organizational culture that helps people find meaning and a sense of shared community in their work
A
Workplace spirituality
25
Multiculturalism
Range of ethnicities in society; inclusiveness, pluralism, and respect for diversity
26
Range of ethnicities in society; inclusiveness, pluralism, and respect for diversity
Multiculturalism
27
Multicultural organizations
Communicate support for multiculturalism and empower the full diversity of all members
28
Communicate support for multiculturalism and empower the full diversity of all members
Multicultural organizations
29
Common characteristics of multicultural organizations
*Pluralism
*Structural integration
*Informal network integration
*Absence of prejudice and discrimination *Minimum intergroup conflict
30
Organizational subcultures/co-cultures
Consist of members who share similar values and beliefs based on their work, responsibilities, personal characteristics, and social identities
31
Consist of members who share similar values and beliefs based on their work, responsibilities, personal characteristics, and social identities
Organizational subcultures/co-cultures
32
Ethnocentrism
The belief that one’s subculture or co-culture is superior to all others
33
The belief that one’s subculture or co-culture is superior to all others
Ethnocentrism
34
Generational subcultures
Age differences among workers
35
Age differences among workers
Generational subcultures
36
Gender subcultures
Form in organizations among persons with shared gender identities and who display common patterns of behavior
37
Form in organizations among persons with shared gender identities and who display common patterns of behavior
Gender subcultures
38
Double-blind dilemma
Female leaders get criticized when they act consistent with female subculture stereotypes and when they act consistent with male subculture stereotypes
39
Female leaders get criticized when they act consistent with female subculture stereotypes and when they act consistent with male subculture stereotypes
Double-blind dilemma
40
Occupational and functional subcultures
Form around shared professions and skills
41
Form around shared professions and skills
Occupational and functional subcultures
42
Ethnic subcultures/national subcultures
Form around people who share the same background in terms of ethnicity or nationality
43
Form around people who share the same background in terms of ethnicity or nationality
Ethnic subcultures/national subcultures
44
Glass ceiling
An invisible barrier that limits the professional advancement of women and members of certain groups in some organizations
45
An invisible barrier that limits the professional advancement of women and members of certain groups in some organizations
Glass ceiling
46
Leaking pipeline problem
Situations where qualified and high-performing women with top management potential drop out of upward-tracking career paths
47
Situations where qualified and high-performing women with top management potential drop out of upward-tracking career paths
Leaking pipeline problem
48
Examples of harassment and discrimination
*Gender-based discrimination
*Pay discrimination
49
Employment equity
Leadership commits the organization to hire and advancing members of visible minorities, women
50
Leadership commits the organization to hire and advancing members of visible minorities, women
Employment equity
51
Valuing diversity
Leadership commits the organization to education and training programs designed to help employees better understand and respect individual differences
52
Leadership commits the organization to education and training programs designed to help employees better understand and respect individual differences
Valuing diversity
53
Managing diversity
Leadership creates an organizational culture that allows all members to reach full potential
54
Leadership creates an organizational culture that allows all members to reach full potential
Managing diversity
55
Change leader
Someone who takes the initiative to change existing patterns of behavior by a person or within a social system
56
Someone who takes the initiative to change existing patterns of behavior by a person or within a social system
Change leader
57
Top-down change
Senior managers initiate changes to improve organizational performance
58
Senior managers initiate changes to improve organizational performance
Top-down change
59
Bottom-up change
Ideas initiated from lower organizational levels and lets them percolate upward
60
Ideas initiated from lower organizational levels and lets them percolate upward
Bottom-up change
61
Transformational change
Radical or frame-breaking change that results in a major and comprehensive redirection of the organization
62
Radical or frame-breaking change that results in a major and comprehensive redirection of the organization
Transformational change
63
Incremental change
Modest, frame-bending change to move it forward through continuous improvements
64
Modest, frame-bending change to move it forward through continuous improvements
Incremental change
65
Phases of Planned Change
1. Unfreezing
2. Changing
3. Improvising
66
Unfreezing
The change agent creates a felt need for change
67
The change agent creates a felt need for change
Unfreezing
68
Changing
Actual changes are made in such organizational targets as tasks, staffing, culture, technology, and structures
69
Actual changes are made in such organizational targets as tasks, staffing, culture, technology, and structures
Changing
70
Managers concerned with stabilizing change through appropriate rewards, positive reinforcement, and resource support
Improvising
71
Improvising
Managers concerned with stabilizing change through appropriate rewards, positive reinforcement, and resource support
72
Improvisational change
Adjustments are continually made as aspects of the change initiative are implemented
73
Adjustments are continually made as aspects of the change initiative are implemented
Improvisational change
74
Force-Coercion strategy
Use formal authority and rewards and punishments as the primary inducements to get behind change
75
Use formal authority and rewards and punishments as the primary inducements to get behind change
Force-Coercion strategy
76
Direct forcing
Change agents take unilateral action to command that change takes place
77
Change agents take unilateral action to command that change takes place
Direct forcing
78
Political maneuvering
Change agents work indirectly to gain a special advantage over other persons and thereby make them change
79
Change agents work indirectly to gain a special advantage over other persons and thereby make them change
Political maneuvering
80
Rational persuasion strategy
Attempt to bring about change through persuasion supported by special knowledge, empirical data, and rational arguments
81
Attempt to bring about change through persuasion supported by special knowledge, empirical data, and rational arguments
Rational persuasion strategy
82
Shared power strategy (Normative-reductive strategy)
Uses collaboration to identify values, assumptions, and goals from which support for change naturally emerges
83
Uses collaboration to identify values, assumptions, and goals from which support for change naturally emerges
Shared power strategy (Normative-reductive strategy)
84
Nudge theory
Nudging someone by encouraging or inspiring them to change
85
Nudging someone by encouraging or inspiring them to change
Nudge theory
86
Resistance to Change
*Fear of the unknown
*Disrupted habits
*Loss of confidence
*Loss of control
*Poor timing
*Work overload
*Loss of face
*Lack of purpose
87
Four Resistance To Change Checkpoints
1. Check benefits
2. Check compatibility
3. Check simplicity
4. Check “tryability”
88
Education and communication
Discussions, presentations, and demonstrations to educate everyone beforehand about a change
89
Discussions, presentations, and demonstrations to educate everyone beforehand about a change
Education and communication
90
Participation and involvement
Allows others to contribute ideas and help design and implement the change
91
Allows others to contribute ideas and help design and implement the change
Participation and involvement
92
Facilitation and support
Provide encouragement and training, engage in active listening to problems and complaints, and seek ways to reduce performance pressures
93
Provide encouragement and training, engage in active listening to problems and complaints, and seek ways to reduce performance pressures
Facilitation and support
94
Negotiation and agreement
Provide incentives to gain support from those who are actively resisting or ready to resist change initiatives
95
Provide incentives to gain support from those who are actively resisting or ready to resist change initiatives
Negotiation and agreement
96
Positive Ways of Handling Resistance To Change
*Education and communication
*Participation and involvement
*Facilitation and support
*Negotiation and agreement
97
Negative Ways of Handling Resistance To Change
*Manipulation and co-optation
*Explicit and implicit coercion
98
Manipulation and co-optation
Seek covertly influence others by selectively providing information and structuring events in favor of the desired change
99
Seek covertly influence others by selectively providing information and structuring events in favor of the desired change
Manipulation and co-optation
100
Explicit and implicit coercion
Forces people to accept change by threatening undesirable consequences for noncompliance
101
Forces people to accept change by threatening undesirable consequences for noncompliance
Explicit and implicit coercion
