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Terms in this set (38)
organizational culture
A system of shared meaning held by members that distinguishes the organization from other organizations.
Seven primary characteristics seem to capture the essence of an organization's culture:
1 Innovation and risk taking
2 Attention to detail
3 Outcome orientation.
4 People orientation
5. Team orientation
6. Aggressiveness.
7. Stability.
1. Innovation and risk taking
The degree to which employees are encouraged to be innovative and take risks.
2. Attention to detail.
The degree to which employees are expected to exhibit precision, analysis, and attention to detail.
3. Outcome orientation.
The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them.
4. People orientation.
The degree to which management decisions take into consideration the effect of outcomes on people within the organization.
5. Team orientation.
The degree to which work activities are organized around teams rather than individuals.
6. Aggressiveness
The degree to which people are aggressive and competitive rather than easygoing.
7. Stability.
The degree to which organizational activities emphasize maintaining the status quo in contrast to growth.
dominant culture
A culture that expresses the core values that are shared by a majority of the organization's members.
core values
The primary or dominant values that are accepted throughout the organization.
subcultures
Minicultures within an organization, typically defined by department designations and geographical separation.
strong culture
A culture in which the core values are intensely held and widely shared.
Organizational climate
The shared perceptions organizational members have about their organization and work environment.
institutionalization
A condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality.
socialization
A process that adapts employees to the organization's culture.
Socialization Process
(3)
1. Pre-arrival
2. Encounter
3. Metamorphosis
Socialization process outcomes
(3)
1. Productivity
2. Commitment
3. Turnover
pre-arrival stage
The period of learning in the socialization process that occurs before a new employee joins the organization.
encounter stage
The stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge.
metamorphosis stage
The stage in the socialization process in which a new employee changes and adjusts to the job, work group, and organization.
Entry Socialization Options
(5)
1 Formal vs. Informal
2 Individual vs. Collective
3 Fixed vs. Variable
4 Serial vs. Random
5 Investiture vs. Divestiture
Formal vs. Informal
The more a new employee is segregated from the ongoing work setting and differentiated in some way to make explicit his or her newcomer's role, the more socialization is formal. Specific orientation and training programs are examples. Informal socialization puts the new employee directly into the job, with little or no special attention.
Individual vs. Collective
New members can be socialized individually. This describes how it's done in many professional offices. They can also be grouped together and processed through an identical set of experiences, as in military boot camp.
Fixed vs. Variable
this refers to the time schedule in which newcomers make the transition from outsider to insider. A fixed schedule establishes standardized stages of transition. This characterizes rotational training programs. It also includes probationary periods, such as the 8- to 10-year "associate" status used by accounting and law firms before deciding on whether or not a candidate is made a partner. Variable schedules give no advance notice of their transition timetable. Variable schedules describe the typical promotion system, in which one is not advanced to the next stage until one is "ready."
Serial vs. Random
Serial socialization is characterized by the use of role models who train and encourage the newcomer. Apprenticeship and mentoring programs are examples. In random socialization, role models are deliberately withheld. New employees are left on their own to figure things out.
Investiture vs. Divestiture
Investiture socialization assumes that the newcomer's qualities and qualifications are the necessary ingredients for job success, so these qualities and qualifications are confirmed and supported. Divestiture socialization tries to strip away certain characteristics of the recruit. Fraternity and sorority "pledges" go through divestiture socialization to shape them into the proper role.
rituals
Repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable.
material symbols
What conveys to employees who is important, the degree of egalitarianism top management desires, and the kinds of behavior that are appropriate.
What can managers do to create a more ethical culture?
(5)
1 Be a visible role model.
2 Communicate ethical expectations
3 Provide ethical training
4 Visibly reward ethical acts
and punish unethical ones.
5 Provide protective mechanisms.
positive organizational culture
A culture that emphasizes building on employee strengths, rewards more than punishes, and emphasizes individual vitality and growth.
workplace spirituality
The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.
What is organizational culture, and what are its common characteristics?
organizational culture A system of shared meaning held by members that distinguishes the organization from other organizations.
Common Characteristics
1 Innovation and risk
taking
2 Attention to detail
3 Outcome orientation.
4 People orientation
5. Team orientation
6. Aggressiveness.
7. Stability.
What factors create and sustain an organization's culture?
An organization's current customs, traditions, and general way of doing things are largely due to what it has done before and how successful it was in doing it. This leads us to the ultimate source of an organization's culture
Once a culture is in place, practices within the organization maintain it by giving employees a set of similar experiences. The selection process, performance evaluation criteria, training and development activities, and promotion procedures
How is culture transmitted to employees?
socialization A process that adapts employees to the organization's culture.
We can think of socialization as a process with three stages: pre-arrival, encounter, and metamorphosis
How can an ethical culture be created?
The organizational culture most likely to shape high ethical standards among its members is high in risk tolerance, low to moderate in aggressiveness, and focused on means as well as outcomes
If the culture is strong and supports high ethical standards, it should have a very powerful and positive influence on employee behavior
What is a positive organizational culture?
positive organizational culture A culture that emphasizes building on employee strengths, rewards more than punishes, and emphasizes individual vitality and growth.
What are the characteristics of a spiritual culture?
●
Benevolence. Spiritual organizations value showing kindness toward others and promoting the happiness of employees and other organizational stakeholders.
● Strong sense of purpose. Spiritual organizations build their cultures around a meaningful purpose. Although profits may be important, they're not the primary value of the organization.
● Trust and respect. Spiritual organizations are characterized by mutual trust, honesty, and openness. Employees are treated with esteem and value,
consistent with the dignity of each individual.
● Open-mindedness. Spiritual organizations value flexible thinking and creativity among employees.
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