Chapter 10: Organizational Culture Flashcards Preview

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Flashcards in Chapter 10: Organizational Culture Deck (22)
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1
Q

organizational culture

A

a system of shared meaning held by members that distinguishes the organization from other organizations

2
Q

7 primary characteristics of an organizations culture

A
innovation/risk taking
attention to detail
outcome orientation
people orientation
team orientation
aggressiveness
stability
3
Q

Levels of Culture 4

A

artifacts
beliefs
values
assumptions

4
Q

artifacts

A

aspects of an organization that you see hear and feel

5
Q

beliefs

A

understanding of how each of the objects relate to eachother

6
Q

values

A

the stable long-lasting beliefs about what is important

7
Q

assumptions

A

the taken for granted notions of how something should be

8
Q

organizational climate

A

referes to the shared perceptions organizational members have about their organizations and work environment

9
Q

Dominant culture

A

expresses the core values that are shared by a majority of the organizations members

10
Q

subcultures

A

tend to develop in large organizations to reflect common problems, situations or experiences

11
Q

Strong cultures

A

organizations core values are both intensely held and widely shared
influence behaviour of its members
builds cohesiveness, loyalty and organizational commitment

12
Q

core values

A

the primary or dominant values that are accepted throughout the organization

13
Q

rituals

A

repetitive sequences of activities that express and reinforce the key values of the organization

14
Q

material symbols

A

conveys to employees what is important,

15
Q

Creating & Sustaining Culture

A

selection
top management
socialization

16
Q

Socialization Model

A
pre arrival stage
encounter stage
metamorphosis stage
      productivity
      commitment
      turnover
17
Q

socialization

A

the process that adapts new employees to an organizations culture

18
Q

Entry Socialization Models

A
formal vs informal
individual vs collective
fixed vs variable (time schedule)
serial vs random (shadow vs no one)
intuitive vs divestiture ( qualifications upheld or stripped- ie frats)
19
Q

Liabilities of Organizational Culture

A

barriers to change (can impede)
barriers to diversity ( creates conformity)
barriers to mergers and acquisitions

20
Q

Strategies for Merging Cultures

A

Assimilation- entire new organization takes on the culture of the one the merging organizations

separations- organizations remain separate and cultures maintained

integration= hybrid culture is formed

21
Q

bicultural audit

A

an examination of the differences between two potential mergers prior to a merger to determine whether the cultures will be able to work together

22
Q

positive organizational culture

A

culture that emphasizes building on the employees strengths, rewards more than punishes and emphasizes individual vitality and growth