Chapter 16 Flashcards
ORGANIZATIONAL CULTURE
a system of shared meaning held by members that distinguishes the organization from other organizations.
DOMINANT CULTURE
a culture that expresses core values that are shared by a majority of the organization’s members.
CORE VALUES
The primary or dominant values that are accepted throughout the organization.
SUBCULTURES
mini cultures within an organization, typically defined by department designations and geographical separation.
STRONG CULTURE
a culture in which the core values are intensely held and widely shared.
ORGANIZATIONAL CLIMATE
the shared perceptions organizational members have about their organization and work environment.
SOCIALIZATION
a process that adapts employees to the organization’s culture.
PREARRIVAL STAGE
the period of learning in the socialization process that occurs before a new employee joins the organization.
ENCOUNTER STAGE
the stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge.
METAMORPHOSIS STAGE
the stage in the socialization process in which a new employee changes and adjusts to the job, work group and organization.
RITUALS
repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable.
POSITIVE ORGANIZATIONAL CULTURE
a culture that emphasizes building on employee strengths, rewards more than punishes, and emphasizes individual vitality and growth.
PRIMARY CHARACTERISTICS OF ORGANIZATIONAL CULTURE
innovation and risk taking
attention to detail
outcome orientation
people orientation
team orientation
aggressiveness
stability
FUNCTIONS OF CULTURE
boundary defining
identity
commitment
stability
ETHICAL WORK CLIMATE (EWC)
(shared concept of right and wrong behavior) develops as part of the organizational climate; used to categorize and measure the dimensions of culture
ETHICAL CLIMATE INDEX
used to categorize and measure the dimensions of culture
CULTURE AS AN ASSET
enhances positive employee interactions (structure)
spells out how things are done and what’s important
CULTURE AS A LIABILITY
institutionalization
barriers to change
barriers to diversity
strengthening
barriers to acquisitions and mergers
INSITUTIONALIZATION
organization becomes valued for itself and not for the goods and services is provides
BARRIERS TO CHANGE
shared values don’t agree with those that further the organization’s effectiveness
BARRIERS TO DIVERSITY
hiring new employees who differ from majority in race, age, gender, disability, or other characteristics creates a paradox
STRENTHENING DYSFUNCTIONS
sometimes coherence around negativity and dysfunctional management systems in a corporation can produce downward forces that are equally powerful
BARRIERS TO ACQUISITIONS AND MERGERS
cultural compatibility is key. if they don’t mesh, it can become a liability to the new corporation
HOW DOES CULTURE BEGIN
founders, founders philosophy, socialization, and climate
FOUNDERS/ FOUNDERS PHILOSOPHY
hire and keep employees who think and feel the same way they do
indoctrinate and socialize employees to their way of thinking
behavior encourages employees to identify with them and internalize their beliefs, values, and assumptions
SOCIALIZATION
depends on the deliberateness matching new employees’ values to those of the organization
CLIMATE
generally set by top managers; what’s acceptable behavior and what’s not
KEEPING CULTURE ALIVE
stories, rituals, material symbols, language
STORIES
how the company got started
RITUALS
traditions in the company
MATERIAL SYMBOLS
swag and logos
LANGUAGE
coach vs ‘coach’
ADAPTABILITY
the degree to which employees are encouraged to be innovative and flexible as well as to take risks and experiment
DETAIL ORIENTATION
the degree to which employees are expected to exhibit precision, analysis, and attention to detail
RESULTS/ OUTCOME ORIENTATION
the degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them
PEOPLE/ CUSTOMER ORIENTATION
the degree to which management decisions consider the effect of decisions consider the effect of outcomes on people within and outside the organizaotin
COLLARBORATION/ TEAM ORIENTATION
the degree to which work activities are organized around teams rather than individuals
INTEGRITY
the degree to which people exhibit integrity and high ethical standards in their work
WHAT SHOULD STRONG CULTURE DO?
reduce employee turnover because it results in cohesiveness and organizational commitment
FORMALIZED CULTURE AND CONTROL SYSTEMS
when reduced the shared meaning provided by a strong culture ensures that everyone is pointed in the same directions; formalized = rules
SOCIALIZATION PROCESS
prearrival, encounter, metamorphosis
CONTROL SYSTEMS
culture’s functions
organizational climate
positive workplace culture
ethical workplace culture
