Chapter 16 - Creating Organisational culture Flashcards

1
Q

Effects of organisational culture

A

Filter what employees pay attention to

Are physically manifested as material symbols

Form the foundation of shared meaning amongst members of an organisation

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2
Q

Strong culture

A

Characterised by an environment where the core values of the organisation are both intensely held and widely shared

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3
Q

The clan

A

A culture based on human affiliation

Employees value: attachments, collaboration, trust, and support

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4
Q

The adhocracy

A

A culture based on change

Employees value: growth, variety, attention to detail stimulation, and autonomy

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5
Q

The market

A

Value is based on achievement

Employees value: communication, competence, and competition

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6
Q

The hierarchy

A

A culture based on stability

Employees value: communication, formalisation, and routine

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7
Q

How employees learn culture

A

Stories

Rituals

Material symbols

Language

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8
Q

Rituals

A

Repetitive sequences of actives that express and reinforce the key values of the organisation

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9
Q

Material symbols

A

What conveys to employees who is important, the degree of egalitarianism top management desires, and the kinds of behaviour that are appropriate

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10
Q

Stages of socialisation

A

Prearrival stage

Encounter stage

Metamorphosis stage

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11
Q

Prearrival stage

A

The period of learning in the socialisation process that occurs before a new employee joins the organisation

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12
Q

Encounter stage

A

An employee sees what the organisation is really like and confronts the possibility that expectations and reality my diverge

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13
Q

Metamorphosis stage

A

An employee changes and adjusts to the job, workgroup, and organisation

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14
Q

Culture creation occurs in three ways

A

Founders hire and keep only employees who think and feel the same way they do

They indoctrinate and socialise employees to their way of thinking and feeling

The behaviour of the founder encourages employees to identify with them and internalise their beliefs, values, and assumptions

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15
Q

Institutionalisation

A

A condition that occurs when an organisation takes on a life of its own, apart from any of its members, and acquires immortality

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16
Q

How managers can create a more ethical culture

A

Visible role model

Communicate ethical expectations

Provide ethical training

Visibly reward ethical acts and punish unethical ones

Provide protective mechanisms

17
Q

Workplace spirituality

A

People have an inner life that nourishes and is nourished by meaningful work in the context of community

18
Q

Cultural values in spiritual organisations

A

Benevolence

Strong sense of purpose

Trust and respect

Open mindedness

19
Q

Benevolence

A

Value kindness toward others and the happiness employees and other organisational stakeholders

20
Q

Strong sense of purpose

A

Spiritual organisations build their cultures around a meaningful purpose. Although profits may be important, they are not the primary value

21
Q

Trust and respect

A

Characterised by mutual trust, honesty, and openness. Employees are treated with esteem and are valued, with dignity

22
Q

Open mindedness

A

Value flexible thinking and creativity among employees