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Organizational Behaviour > ch 15 organizational culture > Flashcards

ch 15 organizational culture Flashcards

1
Q

organizational culture

A

a system of shared assumptions, values, and beliefs that show employees what is appropriate and inappropriate behavior

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2
Q

why does organizational culture matter

A

an organization’s culture may be one of its strongest assets, as well as its biggest liability

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3
Q

levels of organizational culture

A

assumptions
values
artifacts

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4
Q

assumptions

A

deepest level
taken for granted, and they reflect beliefs about human nature and reality

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5
Q

values

A

second level
shared principles, standards, and goals

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6
Q

artifacts

A

surface level
visible, tangible aspects of organizational culture

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7
Q

organizational culture profile (OCP)

A

culture is represented by seven distinct values

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8
Q

seven principles of OCP

A

innovative
aggressive
outcome-oriented
stable
people-oriented
team-oriented
detail-oriented

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9
Q

innovative culture

A

flexible and adaptable, and experiment with new ideas
flat hierarchy

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10
Q

aggressive cultures

A

value competitiveness and outperforming competitors
may fall short in the area of corporate social responsibility

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11
Q

outcome-oriented cultures

A

emphasize achievement, results, and actions as important values

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12
Q

stable cultures

A

predictable, rule-oriented, and bureaucratic
aim to coordinate and align individual efforts for greatest levels of efficiency
may be effective by providing stable and constant levels of output

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13
Q

people-oriented cultures

A

value fairness, supportiveness, and respect for individual rights
people are their greatest asset

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14
Q

team-oriented cultures

A

collaborative and emphasize cooperation among employees

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15
Q

detail-oriented cultures

A

characterized as emphasizing precision and paying attention to details
gives competitive advantage to companies in the hospitality industry by helping them differentiate themselves from others

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16
Q

service culture

A

not one of the dimensions of OCP but important in retail industry
employees are trained to serve the customer well, and cross-training is the norm
employees are empowered to resolve customer problems in ways they see fit

17
Q

safety culture

A

safety-sensitive jobs
provides competitive advantage bc the organization can reduce accidents, maintain high levels of morale and employee retention and increases profitability by cutting workers’ comp insurance costs

18
Q

strong culture

A

one that is shared by organizational members
when most employees in the organization show consensus regarding the values of the company

19
Q

subculture

A

a culture that emerges within different departments, branches, or geographic locations
may arise from the personal characteristics of employees and managers, as well as the different conditions under which work is performed

20
Q

counterculture

A

shared values and beliefs that are in direct opposition to the values of the broader organizational culture
a form of subculture

21
Q

how are cultures created

A
  • founder values and preferences (why culture is so hard to change)
  • industry demands
    lead to
  • early values, goals, assumptions
22
Q

how are cultures maintained

A
  • attraction-selection- attrition (ASA)
  • new employee onboarding
  • leadership
  • reward systems
    lead to
  • organizational culture
23
Q

onboarding

A

aka organizational socialization
the process through which new employees learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization

24
Q

what can employees do during onboarding

A

proactive
seek feedback
build strong relationships

25
Q

what can organizations do during onboarding

A

a formal orientation program

26
Q

what can organizational insiders do during onbaording

A

supervisors/leaders - provide info and support, influences how quickly employees learn about company politics and culture
coworkers - influences degree to which new employees adjust to their teams
mentors - teach them ins and outs of their jobs and how the company really operates

27
Q

reward system

A

company culture is shaped by the type of reward system used and the kids of behaviors and outcomes it chooses to reward and punish
- emphasize intangible elements of performance as well as easily observable metrics: expect culture that is people or team oriented
- reward goal achievements: expect outcome-oriented and competitive cultures
- rankings or ratings: whether promotions are based on performance or senority

28
Q

visual elements of organizational culture

A

mission statement
stories
physical layout
rules and policies
rituals

29
Q

mission statement

A

a statement of purpose, describing who the company is and what it does
not always reflect the company’s values and its purpose

30
Q

rituals

A

refer to repetitive activities within an organization that have symbolic meaning
create camaraderie and a sense of belonging among employees

31
Q

rules and policies

A

rules will signal the type of values a company has
policies reveal what the company values and emphasizes

32
Q

physical layout

A

may indicate core values
a company’s building, layout of employee offices, communicates important messages

33
Q

stories

A

highlight a critical event an organization faced and the collective response to it, or can emphasize a heroic effort of a single employee illustrating the company’s values

34
Q

six steps to create change

A
  1. crate a sense of urgency
  2. change leaders and other key players
  3. role model
  4. train
  5. change the reward system
  6. create new stories and symbols
35
Q

what does a company need to emphasize in terms culture

A

integrity
honesty
trust
mandatory ethics training

Organizational Behaviour (15 decks)

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