Chapter 3 Flashcards
Organizational Culture
Shared values and beliefs that underlie a company’s identity
Values
Enduring beliefs in a mode of conduct or end-state
Espoused Values
The stated values and norms that are preferred by an organization
Sustainability
Meeting humanity’s needs without harming future generations
Sustainability
Meeting humanity’s needs without harming future generations
Enacted values
The values and norms that are exhibited by employees
Competing values framework
a framework for categorizing organizational cultures
Clan Culture
a culture that has an internal focus and values flexibility rather than stability and control. Clan oriented cultures are family-like, with a focus on mentoring, nurturing, and “doing things together.”
Adhocracy Culture
A culture that has an external focus and values flexibility. Adhocracy oriented cultures are dynamic and entrepreneurial, with a focus on risk-taking, innovation, and “doing things first.”
Market Culture
A culture that has a strong external focus and values stability and control. Market oriented cultures are results oriented, with a focus on competition, achievement, and “getting the job done.”
Hierarchy Culture
A culture that has an internal focus and values stability and control over flexibility. Hierarchy oriented cultures are structured and controlled, with a focus on efficiency, stability and “doing things right.”
Strategic Plan
A long-term plan outlining actions needed to achieve desired results
Organizational Socialization
Process by which employees learn an organization’s values, norms, and required behaviors
Anticipatory Socialization Phase
Occurs before an individual joins an organization and involves the information people learn about different careers, occupations, professions, and organizations
Realistic Job Preview
Presents both positive and negative aspects of a job
Encounter Phase
Employees learn what the organization is really like and reconcile unmet expectations
Onboarding
Programs aimed at helping employees integrate, assimilate, and transition to new jobs
Change and Acquisition Phase
requires employees to master tasks and roles and to adjust to work group values and norms
Mentoring
Process of forming and maintaining developmental relationships between a mentor and a junior person
Diversity of Developmental Relationships
The variety of people in a network used for developmental assistance
Developmental Relationship Strength
The quality of relationships among people in a network
