Chapter 16 Flashcards
Organizational culture
Shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees
Three main parts of an organization’s culture
Observable artifacts, espoused values, and basic underlying assumptions
Observable facts
The manifestations of an organization’s culture that employees can easily see or talk about
Six types of artifacts:
Symbols, physical structures, language, stories, rituals, ceremonies
Symbols
Can be found throughout an organization
Physical structures
How does it look like physically
Language
The jargon, slang, and slogans used within the walls of an organization
Stories
Anecdotes, accounts, legends, and myths that are passed down from cohort to color within an organization
Rituals
The daily or weekly planned routines that occur in an organization
Ceremonies
Formal events, generally performed in front of an audience of organizational members
Espoused values
The beliefs, philosophies, and norms that a company explicitly states
When a company holds to its espoused values over time regardless of the situations it operates in, the value become…
More believable to employees and outsiders
Basic underlying assumptions
The taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather then questioning the validity
A popular theology decides organizational culture in two parts
Solidarity and sociability
Solidarity
The degree to which group members think and act alike
Sociability
How friendly employees are to one another
Fragmented culture
Employees are distant and disconnected to each other (low solidarity and low sociability)
Mercenary cultures
cultures in which employees think alike but aren’t friendly to one another (high solidarity, low sociability)
Networked cultures
all employees are friendly to one another, but everyone thinks differently and does his or her own thing, (low solidarity, high sociability)
Communal cultures
Organizations with friendly employees who all think alike (high sociability, high solidarity)
Customer service cultures
Focused on service quality
The service culture process
Service oriented leadership behavior, service culture, service oriented employee behaviors, customer satisfaction, unit sales
Safety culture
To make sure people don’t get hurt
Diverse culture
Have lots of diversity
Suitability culture
Try to sustainable
Creativity culture
Creates creative ideas
Culture strength
when employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consis- tent with those expectations (high intensity)
subcultures
unite a smaller subset of the organization’s employees.
Countercultures
when their values don’t match those of the larger organization
Two processes that help keep culture strong
attraction–selection–attrition and socialization.
ASA framework
potential employees will be attracted to organizations whose cultures match their own personality, mean- ing that some potential job applicants won’t apply due to a perceived lack of fit; organizations will select candidates based on whether their personalities fit the culture, further weeding out potential “misfits.”
Socialization
the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization’s culture.
Socialization has three stages
Anticipatory, encounter, understanding and adaption
Anticipatory stage
appens prior to an employee spending even one second on the job
Encounter stage
Begin the day an employee starts to work
reality shock
Problems occur when the two sets of information don’t quite match.
understanding and adaptation
new- comers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization.
Person–organization fit
the degree to which a person’s personality and values match the culture of an organization.
realistic job previews.
(RJPs) occur during the anticipatory stage of socialization during the recruitment process.
Mentoring
a process by which a junior-level employee (protégé) develops a deep and long-lasting relation- ship with a more senior-level employee (mentor) within the organization
Marie, the department manager at Verve, Inc., starts every Monday morning with a 60-minute department meeting where each member in the department gets five minutes to report progress; share stories of success and failure; and seek general input, advice, and information. Jeremy is responsible for sharing an anecdote, an account, or a legend about the company for every first Monday of the month to keep everyone reminded of where they work and what is important. What Marie and Jeremy are doing are parts of the observable artifacts component of culture.
True
Formal mentoring programs have always existed in companies, but their use is increasing.
False
Every year, 7 Days, a large retail chain, organizes a large annual function in which it gives an “Employee of the Year” award to a deserving employee, along with a $5,000 cash prize and an opportunity to launch the retail chain’s new product. This is an example of which of the following components of organizational culture?
ceremonies
