Chapter 16 Flashcards
the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees
organizational culture
aspects of an organization’s culture that employees and outsiders can easily see or talk about
observable artifacts
the images an organization uses, which generally convey messages
symbols
the organization’s buildings and internal office designs
physical structures
the jargon, slang, and slogans used within an organization
language
anecdotes, accounts, legends, and myths passed down from cohort to cohort within an organization
stories
the daily or weekly planned routines that occur in an organization
rituals
formal event, generally performed in front of an audience of organizational members
ceremonies
the beliefs, philosophies, and norms that a company explicitly states
espoused values
the ingrained beliefs and philosophies of employees
basic underlying assumptions
an organizational culture form in which employees are grouped by the functions they perform for the organization
fragmented cultures
an organizational culture type in which employees think alike but are not friendly to one another
mercenary cultures
an organizational culture type in which employees are friendly to one another, but everyone thinks differently and does his or her own thing
networked cultures
an organizational culture type in which employees are friendly to one another and all think alike
communal cultures
a specific culture type focused on service quality
customer service culture
a specific culture type focused on the safety of employees
safety culture
a specific culture type focused on fostering or taking advantage of a diverse group of employees
diversity culture
a specific culture type focused on promoting sustainability both inside and outside of the organization
sustainability culture
a specific culture type focused on fostering a creative atmosphere
creativity culture
the degree to which employees agree about how things should happen within the organization and behave accordingly
culture strength
a culture created within a small subset of the organization’s employees
subcultures
when a subculture’s values do not match those of the organization
countercultures
a theory (attraction-selection-attrition) that states that employees will be drawn to organizations with cultures that match their personality, organizations will select employees that match, and employees will leave or be forced out when they are not a good fit
ASA framework
the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization’s culture
socialization
a stage of socialization that begins as soon as a potential employee develops an image of what it would be like to work for a company
anticipatory stage
a stage of socialization beginning the day an employee starts work, during which the employee compares the information as an outsider to the information learned as an insider
encounter stage
a mismatch of information that occurs when an employee finds that aspects of working at a company are not what the employee expected it to be
reality shock
the final stage of socialization, during which newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization
understanding and adaptation
the degree to which a person’s values and personality match the culture of the organization
person-organization fit
the process of ensuring that a potential employee understands both the positive and negative aspects of the potential job
realistic job previews
a common form of training during which new hires learn ore about the organization
newcomer orientation
the process by which a junior-level employee develops a deep and long-lasting relationship with a more senior-level employee within an organization
mentoring
