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Organizational Behavior RKC #CRKC7001 > Unit 3 Organizational Culture > Flashcards

Unit 3 Organizational Culture Flashcards

1
Q

Adhocracy Culture

A

Creates an environment of innovating, visioning the future, accepting of managing change, and risk taking, rule-breaking, experimentation, entrepreneurship, and uncertainty.

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2
Q

Clan Culture

A

Focuses on relationships, team building, commitment, empowering human development, engagement, mentoring, and coaching.

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3
Q

Competing Values Framework

(CVF)

A

Developed by Kim Cameron and Robert Quinn this model is used for diagnosing an organization’s cultural effectiveness and examining its fit with its environment.

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4
Q

Competing Values Framework

(CVF) (Diagram)

A
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5
Q

Complex-Stable Environments

A

Environments that have a large number of external elements, and elements are dissimilar and where elements remain the same or change slowly.

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6
Q

Complex-Unstable Environments

A

Environments that have a large number of external elements, and elements are dissimilar and where elements change frequently and unpredictably

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7
Q

Corporate Culture

A

Defines how motivating employees’ beliefs, behaviors, relationships, and ways they work creates a culture that is based on the values the organization believes in.

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8
Q

Divisional Structure

A

An organizational structure characterized by functional departments grouped under a division head.

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9
Q

Domain

A

The purpose of the organization from which its strategies, organizational capabilities, resources, and management systems are mobilized to support the enterprise’s purpose.

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10
Q

Functional Structure

A

The earliest and most used organizational designs.

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11
Q

Geographic Structure

A

An Organizational option aimed at moving from a mechanistic to more organic design to serve customers faster and with relevant products and services; as such, this structure is organized by locations of customers that a company serves.

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12
Q

Government and

Political Environment Forces

A

The global economy and changing political actions increase uncertainty for businesses, while creating opportunities for some industries and instability in others.

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13
Q

Hierarchy Culture

A

Emphasizes efficiency, process and cost control, organizational improvement, technical expertise, precision, problem solving, elimination of errors, logical, cautious and conservative, management and operational analysis, careful decision making.

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14
Q

Horizontal Organizational Structures

A

A “flatter” organizational structure often found in matrix organizations where individuals relish the breath and development that their team offers.

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15
Q

Internal Dimensions of Organizations

A

How an organization’s culture affects and influences its strategy.

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16
Q

Market Culture

A

Focuses on delivering value, competing, delivering shareholder value, goal achievement, driving and delivering results, speedy decisions, hard driving through barriers, directive, commanding, competing and getting things done.

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17
Q

Matrix Structure

A

An organizational structure close in approach to organic systems that attempt to respond to environmental uncertainty, complexity, and instability.

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18
Q

McKinsey 7-S Model

A

A popular depiction of internal organizational dimensions.

  • Strategy
  • Structure
  • Systems
  • Shared Values / Superordinate Goals
  • Style
  • Staff (People)
  • Skills
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19
Q

McKinsey 7-S Model

(Diagram)

A
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20
Q

Mechanistic Organizational Structures

A

Best suited for environments that range from stable and simple to low-moderate uncertainty and have a formal “pyramid’ structure.

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21
Q

Natural Disaster and Human Induced Environmental Problems

A

Events such as high-impact hurricanes, extreme temperatures and the rise in CO2 emissions as well as ‘man-made’ environmental disasters such as water and food crises; biodiversity loss and ecosystem collapse; large-scale involuntary migration are a force that affects organizations.

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22
Q

Networked-Team Structure

A

A form of the horizontal organization.

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23
Q

Organic Organizational Structures

A

The opposite of a functional organizational form that works best in unstable, complex changing environments.

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24
Q

Organizational Structures

A

A broad term that covers both mechanistic and organic organizational structures.

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25
Q

Simple-Stable Environments

A

Environments that have a small number of external elements, and elements are similar, and the elements remain the same or change slowly.

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26
Q

Simple-Unstable Environments

A

Environments that have a small number of external elements, and elements are similar and where elements change frequently and unpredictably.

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27
Q

Socio-Cultural Environment Forces

A

Include different generations’ values, beliefs, attitudes and habits, customs and traditions, habits and lifestyles.

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28
Q

Technological Forces

A

Environmental influence on organizations where speed, price, service, and quality of products and services are dimensions of organizations’ competitive advantage in this era.

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29
Q

Virtual Structure

A

A recent organizational structure that has emerged in the 1990’s and early 2000’s as a response to requiring more flexibility, solution based tasks on demand, less geographical constraints, and accessibility to dispersed expertise.

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30
Q

Define the External Environment

of Organizations

A

Organizations must react and adapt to many forces in their internal and external environments. The context of
the firms such as size and geographic location impact how environmental forces affect each organization
differently. An understanding of the forces and they currently affecting organizations and pressuring
structural change is crucial.

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31
Q

Identify contemporary external forces pressuring organizations

A

An understanding of the various industries and organizations ‘fit’ with different types of environment in crucial. There are small and large organizations that face environments that are either stable of unstable and managing the organization by recognizing their environment is a crucial skill.

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32
Q

Identify different types of Organizational Structures, and their Strengths and Weaknesses

A

An understanding of Mechanistic vs Organic Structures and Systems and how they differ and how these major
concepts help classify different organizational structures is crucial to recognizing organizational structures.
Finally, the issue of organizational complexity and its impact on organizational structure needs to be
understood.

You should be able to discuss the evolution of different types of Organizational Structures. You should
understand and identify the six types of organizational structures, and the advantages and disadvantages of
each: Functional, Divisional, Matrix, Geographic, Networked Team, and Virtual.

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33
Q

Explain how Organizations Organize to meet External Market Threats and Opportunities

A

You should understand and identify the six types of organizational structures, and the advantages and
disadvantages of each structure:

  • Functional
  • Divisional
  • Matrix
  • Geographic
  • Networked
  • TeamVirtual
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34
Q

Identify the fit between Organizational Cultures and the External Environment

A

You should be able to identify and differentiate between the four types of organizational cultures and the fit of
each with the external environment and describe the CVF framework. Finally, you can identify the internal
dimensions of organizations, the interconnection among the dimensions, and how these affect the ‘fit’ with
external environments.

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35
Q

Identify Environmental Trends, Demands, and Opportunities facing Organizations.

A

Among the trends in the external environment:

  1. Persistent inequality and unfairness
  2. Domestic and international political tensions
  3. Environmental dangers
  4. Cyber vulnerabilities.

Another trend is that organizations will no longer solely be judged only for their financial performance, or even the quality of their products or services. Rather, they will be evaluated on the basis of their impact on society at
large—transforming them from business enterprises into social enterprises.

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36
Q

Company Industry Fit

(Diagram)

A
37
Q

The McKinsey 7-S Model

(Diagram)

A
38
Q

The Competing Values Framework

A

Combining the axes offers four cultural types:

  1. The dynamic, entrepreneurial Adhocracy Culture—an external focus with a flexibility orientation
  2. The people-oriented, friendly Clan Culture—an internal focus with a flexibility orientation
  3. The process-oriented, structured Hierarchy Culture—an internal focus with a stability/control orientation
  4. The results-oriented, competitive Market Culture—an external focus with a stability/control orientation
39
Q

Rational Emotional Behavior (REB)

A

The REB model includes several elements:

  • Events and our perception of them
  • Values and assumptions about the way the world “Should” be
  • Conclusions of judgements about the present situation
  • Feelings
  • Behavior
40
Q

Value, Assumptions, Beliefs and Expectations (VABE’s)

A

VEBES are the belirfs we hold about the way the world should be or the way other people should behave.

41
Q

The REB Model and the Missing Variable

A

Event + VEBE > Conclusions > Emotions > Behavior

42
Q

Affect

A

Dealing with a person’s feelings toward the person or object.

43
Q

Attitude

A

A predisposition to respond in a favorable or unfavorable way to objects or persons in one’s environment.

44
Q

Attribution Biases

A

Covers both the fundamental attribution error and the self-serving bias.

45
Q

Attribution Theory

A

Concerns the process by which an individual interprets events as being caused by a particular part of a relatively stable environment.

46
Q

Behavioral Justification

A

The need to ensure that one’s behaviors are consistent with their attitudes toward the event.

47
Q

Body Language

A

The manner in which people express their inner feelings subconsciously through physical actions such as sitting up straight versus being relaxed or looking people straight in the eye versus looking away from people.

48
Q

Cognitive Consistency

A

The need for behavioral justification to ensure that a person’s behaviors are consistent with their attitudes toward an event.

49
Q

Cognitive Dissonance

A

Finding one’s self acting in a fashion that is inconsistent with their attitudes and experiencing tension and attempting to reduce this tension and return to a state of cognitive consistency.

50
Q

Dispositional Approach

A

Argues that attitudes represent relatively stable predispositions to respond to people or situations around them.

51
Q

Fundamental Attribution Error

A

The tendency to underestimate the effects of external or situational causes of behavior and to overestimate the effects of internal or personal causes.

52
Q

Halo Effect

A

The influence of positive arbitrary biases.

53
Q

Job Involvement

A

Refers to the extent to which a person is interested in and committed to assigned tasks.

54
Q

Job Satisfaction

A

A pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience.

55
Q

Organizational Commitment

A

Represents the relative strength of an individual’s identification with and involvement in an organization.

56
Q

Perception

A

The process by which one screens, selects, organizes, and interprets stimuli to give them meaning.

57
Q

Perceptual Defense

A

A defense that perceives emotionally disturbing or threatening stimuli as having a higher recognition threshold than neutral stimuli. Such stimuli are likely to elicit substitute perceptions that are radically altered so as to prevent recognition of the presented stimuli that arouse emotional reactions even though the stimuli are not recognized.

58
Q

Perceptual Organization

A

When meaning has been attached to an object, individuals are in a position to determine an appropriate response or reaction to it.

59
Q

Perceptual Selectivity

A

Refers to the process by which individuals select objects in the environment for attention.

60
Q

Response Disposition

A

The tendency to recognize familiar objects more quickly than unfamiliar ones.

61
Q

Response Salience

A

The tendency to focus on objects that relate to our immediate needs or wants.

62
Q

Selective Perception

A

The process by which we systematically screen out information we don’t wish to hear, focusing instead on more salient information.

63
Q

Self-Serving Bias

A

The tendency for individuals to attribute success on an event or project to their own actions while attributing failure to others.

64
Q

Situational Approach

A

This approach argues that attitudes emerge as a result of the uniqueness of a given situation.

65
Q

Social Perception

A

Consists of those processes by which we perceive other people.

66
Q

Social-Information-Processing Approach

A

Asserts that attitudes result from “socially constructed realities” as perceived by the individual.

67
Q

Stereotyping

A

A tendency to assign attributes to people solely on the basis of their class or category.

68
Q

How do differences in Perception Affect Employee Behavior and Performance?

A

One of the key determinants of people’s behavior in organizations is how they see and interpret situations and
people around them. It is vital for anyone (manager or subordinate) who desires to be more effective to understand the critical aspects of context, object, and perceiver that influence perceptions and interpretations and the relationship between these and subsequent attitudes, intentions, and behaviors.

69
Q

How can managers and organizations minimize the negative impact of stereotypes and other barriers to accurate social perception in interpersonal relations?

A 
Stereotyping is a tendency to assign attributes to people solely on the basis of their class or category. Selective
perception is a process by which we systematically screen or discredit information we don’t wish to hear and
instead focus on more salient information. Perceptual defense is a tendency to distort or ignore information
that is either personally threatening or culturally unacceptable.
70
Q

How do people Attribute Credit and

Blame for Organizational Events?

A

Attribution theory concerns the process by which individuals attempt to make sense of the cause-effect
relationships in their life space. Events are seen as being either internally caused (that is, by the individual) or
externally caused (that is, by other factors in the environment). In making causal attributions, people tend to
focus on three factors: consensus, consistency, and distinctiveness. The fundamental attribution error is a
tendency to underestimate the effects of external or situational causes of behavior and overestimate the
effects of personal causes.

71
Q

How can a work environment characterized by positive work attitudes be created and maintained?

A

An attitude can be defined as a predisposition to respond in a favorable or unfavorable way to objects or persons in one’s environment. There are two theories concerning the manner in which attitudes are formed. The first, called the dispositional approach, asserts that attitudes are fairly stable tendencies to respond to events in certain ways, much like personality traits. Thus, some people may be happy on almost any job regardless of the nature of the job. The second, called the situational approach, asserts that attitudes result largely from the particular situation in which the individual finds himself. Thus, some jobs may lead to more favorable attitudes than others.

72
Q

How can managers and organizations develop a committed workforce?

A

Job involvement refers to the extent to which an individual is interested in his or her assigned tasks. Organizational commitment refers to the relative strength of an individual’s identification with and involvement in a particular organization. Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience.

73
Q

Selective Perception

A

A process by which we systematically screen out or discredit information we don’t wish to hear and focus instead on more salient information

74
Q

Perceptual Defense

A

A tendency to distort or ignore information that is either personally threatening or culturally unacceptable. Perceptual defense is founded on three related principles:

  1. Emotionally disturbing or threatening stimuli have a higher recognition threshold than neutral stimuli.
  2. Such stimuli are likely to elicit substitute perceptions that are radically altered so as to prevent recognition
    of the presented stimuli.
  3. These critical stimuli arouse emotional reactions even though the stimuli are not recognized.
75
Q

Defense Mechanisms for

Perceptual Defense

A
  1. Denial. A few of the subjects denied the existence of intelligence in factory workers.
  2. Modification and distortion. This was one of the most frequent forms of defense. The pattern was to explain away the perceptual conflict by joining intelligence with some other characteristics—for instance, “He is intelligent but doesn’t possess initiative to rise above his group.”
  3. Change in perception. Many students changed their perception of the worker because of the intelligence characteristic. Most of the change, however, was very subtle—for example, “cracks jokes” became “witty.”
  4. Recognition, but refusal to change. A very few students explicitly recognized the conflict between their
    perception of the worker and the characteristic that was confronting them. For example, one subject
    stated, “The trait seems to be conflicting . . . most factory workers I have heard about aren’t too
    intelligent.”
76
Q

Causes of Internal and External Attributions

A
  1. Consensus. The extent to which you believe that the person being observed is behaving in a manner that
    is consistent with the behavior of his or her peers. High consensus exists when the person’s actions
    reflect or are similar to the actions of the group; low consensus exists when the person’s actions do not.
  2. Consistency. The extent to which you believe that the person being observed behaves consistently—in a
    similar fashion—when confronted on other occasions with the same or similar situations. High
    consistency exists when the person repeatedly acts in the same way when faced with similar stimuli.
  3. Distinctiveness. The extent to which you believe that the person being observed would behave consistently
    when faced with different situations. Low distinctiveness exists when the person acts in a similar manner
    in response to different stimuli; high distinctiveness exists when the person varies his or her response to
    different situations.
77
Q

Dimensions of Job Satisfaction

A

1. Work itself. The extent to which tasks performed by employees are interesting and provide opportunities
for learning and for accepting responsibility.
2. Pay. The amount of pay received, the perceived equity of the pay, and the method of payment.
3. Promotional opportunities. The availability of realistic opportunities for advancement.
4. Supervision. The technical and managerial abilities of supervisors; the extent to which supervisors
demonstrate consideration for and interest in employees.
5. Coworkers. The extent to which coworkers are friendly, technically competent, and supportive.

78
Q

The Balanced Scorecard

(BSC)

A

A balanced scorecard (BSC) is defined as a management system that provides feedback on both internal business processes and external outcomes to continuously improve strategic performance and results. By bringing together measures around internal processes and external outcomes, a balanced scorecard supports continuous improvement at the level of strategic performance and results.

  • Financial: The perspective of your shareholders
  • Customer: What your customers experience and perceive
  • Business process: The key processes you use to meet and exceed customer and shareholder requirements
  • Learning and growth: How you foster ongoing change and continuous improvement
79
Q

7-S Framework

Shared Values / Superordinate Goals

A

The core or fundamental set of values that are widely shared in the organization and serve as guiding principles of what is important; vision, mission, and values statements that provide a broad sense of purpose for all employees.

80
Q

7-S Framework

Style/Culture

A

The leadership style of managers – how they spend their time, what they focus attention on, what questions they ask of employees, how they make decisions; also the organizational culture ( the dominant values and beliefs, the norms, the conscious and unconscious symbolic acts taken by leaders (job titles, dress codes, executive dining rooms, corporate jets, informal meetings with employees).

81
Q

7-S Framework

Skills

A

The distinctive competencies of the organization; what it does best along dimensions such as people, management practices, processes, systems, technology, and customer relationships.

82
Q

7-S Framework

Staff

A

The people, their backgrounds and competencies; how the organization recruits, selects, trains, socializes, manages the careers, and promotes employees.

83
Q

7-S Framework

Systems

A

The formal and informal procedures used to manage the organization, including management control systems, performance measurement and reward systems, planning, budgeting and resource allocation systems, and management information systems.

84
Q

7-S Framework

Structure

A

The way in which tasks and people are specialized and divided, and authority is distributed; how activities and reporting relationships are grouped; the mechanisms by which activities in the organization are coordinated.

85
Q

7-S Framework

Strategy

A

The positioning and actions taken by an enterprise, in response to or anticipation of changes in the external environment, intended to achieve competitive advantage.

86
Q

SWOT Analysis

A

A strategic planning and strategic management technique used to help a person or organization identify strengths, weaknesses, opportunities, and threats related to business competition or project planning. It is sometimes called situational assessment or situational analysis.

87
Q

SWOT Analysis

(Diagram)

A
88
Q

PESTLE Analysis

A

A business strategy framework which is used to identify, categorise and analyse the key external threats and opportunities a firm faces now and into the future.

  • Political
  • Economic
  • Social
  • Technological
  • Environmental

Organizational Behavior RKC #CRKC7001 (6 decks)

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