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Organizational Behavior 305 > Organizational Culture, Structure, Change & Stress > Flashcards

Organizational Culture, Structure, Change & Stress Flashcards

1
Q

7 primary characteristics of Organizational Culture

A
  • Innovating and risk taking
  • Attention to details
  • Outcome orientation
  • People orientation
  • Team orientation
  • Aggressiveness
  • Stability
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2
Q

Dominant vs Subcultures

A

Dominant Culture
Expresses the core values that are shared by a majority of the organization’s members.

Subcultures
Minocultures within an organization, typically defined by department designations and geographical separation.

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3
Q

Core values and Strong Culture

A

Core Values
The primary or dominant values that are accepted throughout the organization.

Strong Culture
A culture in which the core values are intensely held and widely shared.

Example (?) – Core Values & Culture
The more members who accept the core values and the greater their commitment, the stronger the culture and the greater its influence on member behavior.

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4
Q

The Cultural Iceberg

A

Top:

  • Observabla Symbols Ceremonies
  • Stories
  • Slogans
  • Behaviors
  • Dress
  • Physical Settings
Under:
- Underlying Values
- Assumptions
Beliefs
- Attitudes
- Feelings
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5
Q

Formalization

A

Process of specifying procedures, rules and responsibilities for the individual employees, organizational units, groups, teams and the organization as a whole

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6
Q

Levels of Organizational Culture (4)

A

Organizational Culture
Leadership Culture
Team Culture
Own work

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7
Q

Organizational Climate

A

Climate is shared perceptions about the organization and work environment.

It can interact with one another to produce behavior. Climate also influences the habits people adopt

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8
Q

The 4 areas of Culture being a Liability

A
  1. Institutionalization
  2. Barrier to change
  3. Barrier to diversity
  4. Barrier to acquisitions and mergers
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9
Q

Ethical work climate

A

Work environment reflecting organizational policies, procedures and practices with moral consequences

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10
Q

Learning Culture (4 ways)

A
  1. Stories
  2. Rituals
  3. Material Symbols
  4. Language
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11
Q

How does one build positive organizational culture?

A
  1. On employee strengths
  2. Rewarding more than one punish
  3. Emphasize on individual vitality and growth
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12
Q

“Spirituality” or meaning/value in the workplace

A

Seekng to find meaning and purpose in your work

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13
Q

What is Organizational Structure

A

How job tasks are divided, grouped, and coordinated

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14
Q

Elements of Organizational Structure

A
  1. Work Specialization
  2. Departmentalization
  3. Chain of Command
  4. Span of Control
  5. Centralization and decentralization
  6. Formalization
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15
Q

Work Specialization

A

The degree to which tasks in the organization are subdivided into separate jobs

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16
Q

Departmentalization

A

The basis by which jobs are grouped together

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17
Q

Chain of Command

A
  1. Authority
  2. Chain of Command
  3. Unity of Command
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18
Q

Span of Control

A

Wider spans of management increase organizational efficiency

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19
Q

Centralization

A

Where the organization is structured in a hierarchy to only make decisions by one or a few people.

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20
Q

Formalization

A

The degree to where jobs within the organization are standardized.

21
Q

Matrix Structure

A

A structure where employees have dual reporting relationships - generally to both a functional manager and a product manager

22
Q

Simple organizational Structure

A
  • Low departmentalization
  • little work specialization
  • wide spans of control
  • centralized authority (typically the owner has most of the power) - little formalization or rules that govern operation
23
Q

Virtual Organization

A

A small, core organization where members are geographically apart, usually working by computer e-mail and groupware while appearing to others to be a single, unified organization with a real physical location

24
Q

Bureaucracy in Organization

A

Where management that has a pyramidal command structure. The bureaucratic organization is very organized with a high degree of formality in the way it operates

25
Q

Downsizing

A

Make the organization smaller by eliminatin staff positions (aka firing people)

26
Q

Mechanistic vs organic organizations

A

mechanistic organization is applied to most all business structures but is predominant in manufacturing while organic organization is best applied to businesses that apply a more open business structure such as online business platforms

27
Q

Symptoms of Structural Deficiency

A
  • Decision making is delayed or lacking in quality
  • The organization does not respond innovatively to a changing environment
  • Employee performance declines & goals are not met
  • Too much conflict is evident
28
Q

Forces for Change

A
  • Nature of the Workforce: Greater diversity
  • Technology: Faster, cheaper, more mobile
  • Economic Shocks: Recovery from global recession
  • Competition: Global marketplace
  • Social Trends: environment, values, connectivity
  • World Politics: conflict, changing and emerging economies
29
Q

Planned Change

A

Activities that are intentional and goal oriented.

30
Q

Change Agents

A

Persons who act as catalysts and assume the responsibility for managing change activities

31
Q

Overcoming Change resistance

A
  • Education & Communication
  • Participation
  • Building support and commitment
  • Develop positive relationships
  • Implement changes failry
  • Manipulation & cooptation
  • Select people who accept change
  • Coercion
32
Q

Individual Resistance

A
  • Selective information processing
  • Habit
  • Fear of the unknown
  • Economic factors
  • Security
33
Q

Organizational Resistance

A
  • Structural inertia
  • Limited focus of change
  • Group inertia
  • Threat to expertise
  • Threat to established power relationships
  • Threat to established resource allocations
34
Q

Politics of change

A
  • Impetus for change is likely to come from outside change agents
  • Internal change agents are most threatened by their loss of status In the organization.
  • Long-time power holders tend to implement only incremental change.
  • The outcomes of power struggles in the organization will determine the speed quality of change.
35
Q

Lewin’s & Kotter’s steps of change model

A

See photo

36
Q

Action research

A

A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate.

37
Q

Organizational Development

A

A collection of planned interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being

38
Q

Appreciative Inquiry

A

Seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance.

39
Q

Change interventions

A
  • Survey Feedback
  • Process consultation
  • Team building
  • Intergroup development
40
Q

Learning Organization

A

An organization that has developed the continuous capacity to adapt and change

41
Q

The change wedge (4 types)

A
  1. Technology
  2. Products and services
  3. Strategy and structure
  4. Culture
42
Q

Senge’s creative tension

A

Creative tension comes from seeing clearly where we want to be (vision) and telling the truth about where we really are (current reality). Gap between the two generates a natural tension.

43
Q

Stress

A

emotional or physical tension. It can come from any event or thought that makes you feel frustrated, angry, or nervous

44
Q

Challenge & Hindrance Stressors

A

Challenge Stressors
Stress associated with workload, pressure to complete tasks, and time urgency

Hindrance Stressors
Stress that keeps you from reaching your goals, such as red tape.
Cause greater harm than challenge stressors.

45
Q

Demands and resource stress issues

A

Demands
- Responsibilities, pressures, obligations, and uncertainties in the workplace

Resources
- Things within an individual’s control that can be used to resolve demands

 Adequate resources help reduce the stressful nature of demands

46
Q

Consequences of Stress

A

High levels of Stress will result in Physiological, Psychological and Behavioral symptoms

47
Q

Stress & Job Performance

A

Inverted-U Relationship

Stress can make your performance higher, however too much stress will make it go back down.

48
Q

5 Organizational Behavior takeaways

  1. Self Efficacy
  2. Self-Determination
  3. Winner’s Curse
  4. Confirmation Bias
  5. Brainstorming
A
  1. Self Efficacy - “I can do this!”
  2. Self-Determination Theory - when a previously enjoyed task feels more like an obligation than a freely chosen activity, that then will determine motivation.
  3. Winner’s Curse - Exceeding the value or true worth, and is increased by number of people inolved.
  4. Confirmation Bias - Using only the facts that support our past choises.
  5. Brainstorming - process of “free thinking” without being bound by restraints

Organizational Behavior 305 (1 decks)

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