Chapter 15 (491-498, 502-513) Flashcards
organizational culture
a system of shared values, norms, and assumptions that guide attitudes and behaviors
artifacts
the physical part of the organization including open offices, awards, ceremonies, etc.
espoused values and norms
the preferred values and norms stated by the organization
enacted values and norms
ones that employees exhibit through observing what goes on in the organization
assumptions
the values that have been so taken for granted over time that they become the core of the culture
why is culture important?
creates a competitive advantage
coordinates employee behavior
how do leaders influence culture
develop a clear mission selecting employees who will facilitate the culture be a role-model communicate everything clearly continue to express culture
active conflict culture
resolve conflict openly
passive conflict culture
avoid addressing conflict
agreeable conflict culture
resolve conflict in an appropriate matter
disagreeable conflict culture
resolve conflict competitively
how can we use intranets to maintain culture
to build a common cultural foundation to unify employees in different locations
how many months do Dun and Bradstreet think employees should be in an office before working remotely?
3
incremental change
linear, continuous change used to fix problems or change procedures
transformative change
radical change that is both multidimensional and multilevel
discontinuous shifts in thinking
what factors call for change in an organization?
competition
globalization
consumer demand
Lewin’s model for change (4 phases)
diagnosis
unfreezing
movement
freezing
phase 1: diagnosis
diagnosing the problem
phase 2: unfreezing
creates disequilibrium between driving and restraining forces to prepare people for change
phase 3: movement
implementation of the change
phase 4: refreezing
institutionalization of the change into everyday life
Kotter’s change phases
establish a sense of urgency create a coalition develop a clear vision share the vision empower people secure short-term success build on the change anchor the change
appreciative inquiry
build organizations around what works rather than fixing what doesn’t work
barriers to change
habits
power and influence
misunderstanding
tolerance for ambiguity
overcome resistance to change
communication
participation
negotiation
incentives
pilot project
small version of organizational change to test the proposed change
learning organization
an organization that facilitates learning of all of its members and continually transforms itself
after-action review
professional discussion and evaluation of an event
