Module 4 Flashcards
Organizational culture
The shared values, beliefs, and norms of an organization that affect the strategies and operating procedures of the business
competing values framework model (CVF)
Framework for assessing organizational culture and organizational dynamics
Cultural diversity
The existence of a variety of cultural or ethnic groups within a workplace
4 culture archetypes
Clan, hierarchy, market, adhocracy
Two CVF axis
Internal/external focus and flexibility/stability and control
Clan
It tends to be more family oriented and flexible and less structured and has a more extensive hierarchy (e.g., small start-up business).
Hierarchy
It tends to be internally focused on internal processes and procedures and less flexible (e.g., government agencies).
Market
It tends to be externally focused on competition and profits and less flexible (e.g., security companies). Conference sales
Adhocracy
It tends to be more flexible and responsive to external forces and is characterized as a dynamic, entrepreneurial, and creative workplace (e.g., technology businesses). Tesla
Organizational structure
A system used to define a hierarchy within an organization
Mechanistic
Hierarchical, bureaucratic, organizational structure characterized by (1) centralization of authority, (2) formalization of procedures and practices, and (3) specialization of functions
Organic
Organizational structure characterized by (1) flatness: communications and interactions are horizontal, (2) low specialization: knowledge resides wherever it is most useful, and (3) decentralization: great deal of formal and informal participation in decision-making
The McKinsey 7-S model defines the seven shared values of organizational culture.
Structure, system, style, staff, skills, strategy, shared values
three interrelated dynamic processes that causes employees to to join and leave organizations
attraction, selection, and attrition
Attraction-selection-attrition (ASA)
theory that outlines how employees join and leave organizations based on three interrelated dynamic processes: attraction, selection, and attrition.
Attraction
Individuals are attracted to organizations that are like themselves in terms of personality and values. If employees join organizations out of attraction to their cultures, they are more likely to perform well. An employee who values competition may prefer to work for an organization in which individual and interdepartmental competition is the norm. Those who value interpersonal relationships may prefer to work in a team-oriented culture
Selection
Organizations are more likely to select those who possess skills and values similar to the ones their existing members possess. Just as employees look for companies where they can fit in, companies are always on a quest to find employees who will fit into their current corporate culture. Many companies are hiring people that fit with their culture as opposed to fitting with a certain job.
Attrition
Over time, those who do not fit in well are more likely to leave. Research indicates that person-organization misfit is one of the important reasons for employee turnover.
Person-organization fit
The degree to which a person’s values, personality, goals, and other characteristics match those of the organization
Person-job fit
The degree to which a person’s skill, knowledge, abilities, and other characteristics match the job demands
Personality
The relatively stable feelings, thoughts, and behavioral patterns a person has
Big 5 Personality Traits
Openness, conscientiousness, extroversion, agreeableness, neuroticism
Openness
inventive/curious vs. consistent/cautious. People who have a high level of openness are curious, original, creative, and open to new ideas. Adhocracy quad
Conscientiousness
efficient/organized vs. easy-going/careless. People who are conscientious are organized, punctual, and dependable. Hierarchy quad
