Lecture 5 Flashcards
Organizational culture
Set of shared meanings that people in organizations have with respect to how to adapt to the environment and cope with change
- reflects culture norms: content, consensus, intensity of feelings
Levels of organizational culture
- Artifacts and creations (technology, art, visible and audible, behavior patterns)
- Values (reasons people give for behavior)
- Basic Assumptions (relationship to environment, nature of reality, nature of human nature, how do you view employees and human beings in general)
Organizational climate
Shared perceptions about the organization and work environment (more temporary and subject to change for better or worse)
Socialization
The process an organization uses so new members acquire necessary attitudes, behaviors, knowledge, and skills to become productive organizational members
Phases of socialization
1: Anticipatory socialization
- recruitment and selection (both organization and person decide on the fit)
2: Entry and assimilation
- trying to learn the organization culture, learning expectations
- onboarding: the process of welcoming and orienting new members to facilitate their adjustment to the organization
3: Metamorphosis
- New employee transforms to an established contributor
- Completion of the socialization process
KSAOs
Skills, Abilities, and Other qualities that could be suitable for a position
Using social media for recruitment
Social media has not been found to have a connection to job performance or turnover
Challenges:
- Reliable and validity are unknown
- May not be practical
- Use of social media information may not be legal
- May not be ethical
- Not clear how best to include the information in current selection procedures
- Social media changes fast, and effective procedures many be outdated by the time they are validated and reliable
Forces driving organizational change
- changed cultural norms
- economic changes
- technological changes
- globalization
- competitive advantages
3 ways to respond to organizational change
- Commitment
- Compliance
- Resistance
Resistance to change
- Lack of participation and input
- Personal reasons: habit, security, economics, and fear of the unknown
- Organizational reasons: structural inertia (new things do not fit to the preexisting structures), threats to expertise, threat to power relationships
- Identity reasons
Ways to overcome the resistance to change
- Education and communication
- Participation
- Building support and commitment
- Developing positive relationships
- Implementing changes fairly
- Selecting people who accept change
Promote perceptions of future continuity!!
Why do people resist mergers?
- Historical continuity: sense of history of one’s organization, and the value attached to it
- Merger: threatens continuity of the organization’s culture and identity
- 2 studies among Scottish army regiments
Lewin’s 3-step model to change
- Unfreeze (ensures that employees are ready for change)
- Change (execute the intended change)
- Refreeze (ensures that the chage becomes permanent)
Kotter’s 8 steps to change
- Create urgency
- Form a powerful coalition
- Create a vision for change
- Communicate the vision
- Empower action
- Create quick wins
- Build on the change
- Make it stick
Stress appraisals
Primary appraisals: Evaluation of the significance of an event for one’s well-being (How stressful is it?)
Secondary appraisals: assessment of one’s capacity to cope with a stressor (Can I cope?)
