Chapter 10: Organizational Culture Flashcards
organizational culture
a system of shared meaning held by members that distinguishes the organization from other organizations
7 primary characteristics of an organizations culture
innovation/risk taking attention to detail outcome orientation people orientation team orientation aggressiveness stability
Levels of Culture 4
artifacts
beliefs
values
assumptions
artifacts
aspects of an organization that you see hear and feel
beliefs
understanding of how each of the objects relate to eachother
values
the stable long-lasting beliefs about what is important
assumptions
the taken for granted notions of how something should be
organizational climate
referes to the shared perceptions organizational members have about their organizations and work environment
Dominant culture
expresses the core values that are shared by a majority of the organizations members
subcultures
tend to develop in large organizations to reflect common problems, situations or experiences
Strong cultures
organizations core values are both intensely held and widely shared
influence behaviour of its members
builds cohesiveness, loyalty and organizational commitment
core values
the primary or dominant values that are accepted throughout the organization
rituals
repetitive sequences of activities that express and reinforce the key values of the organization
material symbols
conveys to employees what is important,
Creating & Sustaining Culture
selection
top management
socialization
Socialization Model
pre arrival stage
encounter stage
metamorphosis stage
productivity
commitment
turnoversocialization
the process that adapts new employees to an organizations culture
Entry Socialization Models
formal vs informal individual vs collective fixed vs variable (time schedule) serial vs random (shadow vs no one) intuitive vs divestiture ( qualifications upheld or stripped- ie frats)
Liabilities of Organizational Culture
barriers to change (can impede)
barriers to diversity ( creates conformity)
barriers to mergers and acquisitions
Strategies for Merging Cultures
Assimilation- entire new organization takes on the culture of the one the merging organizations
separations- organizations remain separate and cultures maintained
integration= hybrid culture is formed
bicultural audit
an examination of the differences between two potential mergers prior to a merger to determine whether the cultures will be able to work together
positive organizational culture
culture that emphasizes building on the employees strengths, rewards more than punishes and emphasizes individual vitality and growth
