Chapter 9 Flashcards
a system of shared beliefs and values guiding behavior.
Organizational culture
the culture is clear, well defined, performance driven, and widely shared by members.
Strong cultures
the process through which new members learn the culture of an organization.
Socialization
- Authority shared, distributed
- Teams and teamwork rule
- Collaboration, trust valued
- Emphasis on mutual support
Team Culture
- Authority runs the system
- Traditions, roles clear
- Rules, hierarchy valued
- Emphasis on predictability
Hierarchial Culture
- Authority goes with ideas
- Flexibility and creativity rule
- Change and growth valued
- Emphasis on entrepreneurship
Entrepreneurial Culture
- Authority serves the goals
- Efficiency, productivity rule
- Planning, process valued
- Emphasis on modest change
Rational Culture
what you see and hear when walking around an organization.
observable culture
found in the underlying values of the organization.
core culture
beliefs and values shared by organization members.
Core values
actively develops, communicates, and enacts shared values.
Value-based management
uses language and symbols and actions to establish and maintain a desired organizational culture.
symbolic leader
involves practices that create meaning and shared community among organizational members.
Workplace spirituality
- Meaningful purpose
- Trust and Respect
- Honesty and openness
- Personal growth and development
- Worker-friendly practices
- Ethics and social responsibility
Sample Values in Spiritual Organizational Cultures
the process of taking a new idea and putting it into practice.
Innovation
result in better ways of doing things.
Process innovations
result in new or improved goods or services.
Product innovations
result in ways for firms to make money.
Business model innovations
reduces the carbon footprint of an organization or its products.
Green innovation or
sustainable innovation
business innovation driven by a social conscience.
Social innovation
pursues innovative ways to solve pressing social problems.
Social entrepreneurship
the process of turning new ideas into salable products.
Commercializing innovation
recognizes the potential for valuable innovations to be launched from lower organizational levels and diverse locations, including emerging markets.
Reverse innovation
creates products or services that become so widely used that they largely replace prior practices and competitors.
Disruptive innovation
special creative units set free from the normal structure for the purpose of innovation.
Skunkworks
- Confident of ability
- Willing to take risks
- Seize opportunity
- Expect surprise
- Make things happen
Change leaders
- Threatened by change
- Bothered by uncertainty
- Prefer predictability
- Support the status quo
- Wait for things to happen
Status quo managers
results in a major and comprehensive redirection of the organization.
Transformational change
bends and adjusts existing ways to improve performance.
Incremental change
qthe phase during which a situation is prepared for change.
Unfreezing
the phase where aplanned change actually takes place.
Changing
the phase at which change is stabilized.
Refreezing
makes continual adjustments as changes are being implemented.
Improvisational change
pursues change through formal authority and/or the use of rewards or punishments.
force-coercion strategy
pursues change through empirical data and rational argument.
rational persuasion strategy
pursues change by participation in assessing change needs, values, and goals.
shared power strategy
Fear of the unknown—not understanding what is happening or what comes next
Disrupted habits—feeling upset to see the end of the old ways of doing things
Loss of confidence—feeling incapable of performing well under the new ways of doing things
Loss of control—feeling that things are being done “to” you rather than “by” or “with” you
Poor timing—feeling overwhelmed by the situation or feeling that things are moving too fast
Work overload—not having the physical or psychic energy to commit to the change
Loss of face—feeling inadequate or humiliated because it appears that the old ways
weren’t good ways
Lack of purpose—not seeing a reason for the change and/or not understanding its benefits
Why People May Resist Change
