Chapter 4 Flashcards
(35 cards)
Organizational culture
The shared values, belifes and norms which influence the way employees think, feel, and act towards others inside and outside the organization.
Surface manifestation of organizational culture
Cultures most accessible forms which are visible and audible behavior patterns and objects.
Organizational values
the accumulated beliefs held about how work should be done and situations dealt with, that guide employee behavior (Scheins second level in the pyramid)
- Represents something that is explicitly or implicitly desirable to an individual or group
- Influence employees’ choices from available means and ends of actions
- Reflect their beliefs as to what is right and wrong, or specify their general preferences
basic assumptions
invisible, pre-consious, unspoken, taken for granted understanding held by induviduals within an organization concerning human behavior, the nature of reality and the organization’s relationship to its environment. (Scheins Third level)
organizational socialization:
the process through which an employee’s pattern of behavior, values, attitudes and motives is influenced to conform to those of the organization.
anticipatory stage of socialization:
the expectations that a newcomer has about the job or organization before starting work
Role management stage of socialization:
fine-tuning newcomers’ learning and adding those responsibilities expected from fully-fledged organizational members
accommodation stage of socialization:
period during which newcomers learn about the company norms, values, behaviors and expectations, and adjust themselves to them.
role modelling:
a form of socialization in which an individual learns by example, copying behavior of established organizational members.
integration (or unitary) perspective on culture:
regards culture as monolithic, characterized by consistency, organization-wide consensus and clarity.
differentiation perspective on culture:
sees organizations as consisting of subcultures, each with its own characteristics and which differs from that of its neighbours.
fragmentation (or conflict) perspective on culture:
regards it as consisting of an incompletely shared set of elements that are loosely structures, constantly changing which are generally in conflict.
strong culture:
one in which an organizations core values and norms are widely shared among employees, intensely held by them and which guide their behavior.
weak culture
one in which there is little agreement among employees about their organizations values and norms, the way things are supposed to be, or what is expected of them.
internal integration:
the process through which employees adjust to each other, and perceive themselves as a collective entity.
external adaptation:
the process through which employees adjust to a changing environmental circumstances to attain organizational goals.
cultural intelligence:
an individuals capability to function and manage effectively in culturally diverse settings.
social orientation:
the relative importance of interest of individual versus the interest of the group- individualism v collectivism
power orientation:
the appropriateness of power/ authority within organizations- respect v tolerance
uncertainty orientation
the emotional response to uncertainty and change – acceptance v avoidance
goal orientation
the motivation to achieve goals- aggressive masculinity v passive femininity
time orientation:
the time outlook on work and life – short term v long term
Organizational culture levels
to distinguish between levels and elements of culture so as to be able to understand and drive culture change
Socialization stages:
to differentiate between the stages of socialization in order ro intervene appropriately when human resource problems occur
