Chapter 10 Flashcards
1
Q
Define organizational culture (1)
A
- system of shared meaning held by members that distinguish from other organization
2
Q
Purpose of organizational culture (7)
A
- innovation and risk taking
- attention to detail
- team orientation
- outcome orientation
- people orientation
- aggressiveness
- stability
3
Q
What is organization A (5)
A
- extensive rules
- document all decisions
- creativity is not allowed
- productivity is valued
- encourage effort
4
Q
What is organization B (6)
A
- few rules
- reward and team base
- productivity of treating people right
- encourage risk taking
- encourage learning with experience
- encourage interaction on all levels
5
Q
Level of culture (4)
A
- artifact: individual that can see, hear, and feel
- value
- belief: idea that is shared with each other
- assumption: how things should be
6
Q
Function of culture (4)
A
- sense of identity
- enhanced stability
- control mechanism that guides attitudes and behaviours of employees
- help create commitment that is something larger than self interest
7
Q
Problem of function of culture (1)
A
- make decentralized organization important to have a strong culture
8
Q
Define organization climate (3)
A
- share perception members have about organization and work environment
- involves satisfaction and commitment
- positive climate links to job satisfaction
9
Q
Define dominant culture (2)
A
- share meaning that expresses the core values shared by majority of members
- gives significance in guiding and shaping organization
10
Q
Define subculture (1)
A
- mini culture of organization that typically defined by department, designation, and geographical separation
11
Q
Define core value (1)
A
- dominant or primary, values that are accepted through out organization
12
Q
How a culture begins (4)
A
- philosophy of organization found: found impact with vision
- selection criteria: hiring employees
- top management or socialization: indoctrinate employees
- organization culture: encourage employees to identify with founder belief
13
Q
Keeping a culture alive (3)
A
- selection: hiring
- top management: rules
- socialization: training
14
Q
The liabilities of organizational culture (3)
A
- barrier to change
- barrier to diversity
- barrier to merger and acquisition
15
Q
Strategies for merging culture (3)
A
- assimilation: when one culture is weaker
- separation: both culture have little overlap so stay with their own
- integration: improve both cultures
16
Q
Define change agent (1)
A
- act as a catalyst and assume responsibility for change
17
Q
Define Lewin’s Three step model (5)
A
- unfreezing: change effort to overcome pressured from individual and group
- moving: getting employee involved in the changing process
- freezing: stabilizing change intervention by driving and restraining forces
- driving forces: forces that direct behaviour away from status quo
- restraining forces: forces that hinder movement away from status quo
18
Q
Kotter’s eight step plan for implementing change (8)
A
- create vision on why change is needed
- coalition of power
- new vision
- communicate vision
- short term rewards
- improvement of vision
- implement vision
19
Q
Action research (7)
A
- change using collection of data to take action with analyze the data to indicate problem
- diagnosis: find the problem
- analysis: gather information
- feedback: share information
- action: carry out plan
- evaluation
- problem focus and solution centered
20
Q
Define appreciative inquiry (5)
A
- change is dependent on identifying organization strength and improve upon the
- discovery: find what is best
- dreaming: what might be
- design: what should be
- destiny : implementing
21
Q
Individual resistance (4)
A
- self interest
- misunderstanding and trust
- different assessment
- low tolerance to change
22
Q
Define cynical (5)
A
- through alot of changes
- lack of communication and respect of ones manager
- lack of respect of union representation
- feeling uninformed about change
- lack of opportunity for meaning participation in decision making
23
Q
Organization resistance (6)
A
- structural inertia
- limited focus of change
- group inertia
threat to expertise
threat to established power relationship
threat to establish resource allocation
24
Q
Overcoming resistence to change (8)
A
- education and communication
- participation and involvement
- building support and commitment
- develop posititve relationships
- implementing change fairly
- manipulation and co optation
- select people who accept change
- explicit and implicit coercion
