Management segment 6
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61 terms
Terms | Definitions |
|---|---|
 workplace spirituality | creates meaning and shared community among members. |
| characteristics of workplace spirituality | meaningful purpose, trust and respect, honesty and openness, personal growth and development, worker friendly practices, ethics and social responsibility |
| multiculturalism | involves pluralism and respect for diversity. aka age, status, gender (strive to include everyone) |
| characteristics of multiculturalism | pluralism, structural integration, informal network integration, absence of prejudice and discrimination, minimum intergroup conflict. |
| multiculturalism: pluralism | members of minority and majority cultures influence values, beliefs, behaviors (core beliefs) |
| multiculturalism: structural integration | presentation of minorities in all levels of all functions |
| multiculturalism: informal network integration | mentoring by majority, who you hang out with and talk to while you are in the break room. |
| multiculturalism: absence of prejudice and discrimination | workshops to achieve absence |
| diversity(definition) | describes differences among people at work, such as age, gender, race, religion |
| Diversity characteristics | diversity alone does not guarantee positive performance impact, diversity must be included in training and human resource practices, positive impact results when diversity is embedded in the organizational culture( the difference between perception and reality) |
| recent trends in diversity | physical ability(having members of all physical ability), background from upbringing status, married vs not married, kids vs no kids, education, geographic factor, military experience, etc |
| organizational subcultures | cultures based on shared work responsibilities and/or personal characteristics |
| common subcultures | occupations and functions, ethnicity or national cultures, gender and generations |
| subcultures: ethnocentrism | the belief that one's subculture is superior to all others |
| challenges for minorities and women | glass ceiling( a practice preventing to advance), harassment and discrimination, minorities may adapt by exhibiting biculturalism |
| biculturalism | adopting characteristics of the majority culture |
| example of glass ceiling | one black female leading a fortune 500 company today |
| questions asked for a competing values model | what dimensions does an organization pay attention to?, what values does an organization emphasize?, what kind of culture does an organization develop? |
| competing values model: group | teamwork, development, morale. internal&flexible |
| competing values model: internal | with in the company, horizontal axis |
| competing value model: flexibility | dont do same thing, go with the flow, vertical axis |
| competing value model: bureaucracy | stability, rules and procedures, order, "control freaks". internal&control |
| competing value model: control | standard way, don't deviate,vertical axis |
| competing value model: rational | profitability, efficiency, goal achievement(shareholders and stockholders). external&control |
| competing value model: external | outside the walls of the company,horizontal axis |
| competing value model: adheaucracy | risk taking, growth, creativity. flexibility&external |
| profiles of culture example | apple: relative strength would be adheaucracy, other 3 quads not as strong-> dominant culture |
| strong comprehensive profile | value everything, no core incompetencies, change quickly |
| generation differences | intergenerational differences can cause conflict and misunderstanding, by understanding the traits of each generation, you can gain insight into why you co- workers behave the way they do |
| generations: traditionalists | born before world war 2 |
| generations: baby boomers | born during world war 2, 1960s, parents |
| generations: x generation | born in 1960-1980s |
| generations: millennials | born 1980s- 2000s |
| class discussion: millennials | fantasy or reality? everyone is a winner; some are losers, technology enables work; technology disables work ethic,great generation; incorrigible generation, failure is avoided; failure happens, softly coached; sternly commanded, delay adulthood; important life phases |
| organizational culture | system of shared beliefs and values within organizations that guide behavior |
| observable culture | what one sees and hears when walking around the organization (visible actions and events) - not instinct, has to be observed and taught - culture is social? - heroes, ceremonies, rites and rituals, legends and stories, metaphors and symbols |
| core culture | underlying assumptions and beliefs that influence behavior and contribute to the observable culture (underlying values) ex) innovation and risk taking, ethics and integrity, social responsibility, customer service, performance, teamwork |
| benefits of strong culture | - commit members to behave in organizations best interests - discourage dysfunctional work behavior - encourage functional work behavior - are performance-oriented - emphasize teamwork - allow for risk taking - encourage innovation - value the well being of people |
| core values | beliefs and values shared by organization members "just know" inaccurate? |
| core culture: beliefs | - beliefs about the most fundamental aspects of reality (time, space, and human nature) - may be unconscious, taken for granted |
| realities of time horizons | "western" temporal reality -> 50 - 100 year time capsule "eastern" temporal reality -> 5000 year time capsule |
| time horizon research: the study | - allen c. bluedorn (the human organization of time) |
| time horizon research: the findings | - future and past time horizons are positively correlated - does your past time horizon influence your future time horizon? |
| past time horizon | how far back do you look |
| future time horizon | how far into the future do you look |
| organizational age | positively correlated with future and past time horizons (how old is your company?) |
| total horizon span | past + future positively correlated with earning per share (how profitable is your company?) |
| polychronicity | the extent to which people prefer to be engaged in two or more tasks simultaneously test in class |
| monochronic | dont like change, like to be on time (punctual) |
| polychronic | like change, dont like to be on time (punctual) |
| polychronicity research results | positive correlation with P scenario negative correlation with M scenario positive correlation with change in general |
| punctuality | being on time/on schedule negatively correlated with polychronicity |
| personal space distance | personal territory and belongings negatively correlated with polychronicity |
| polychronic view of time | cycle? (repeating loop) continuous infinite |
| monochronic view of time | linear (non-repeating line) discrete finite |
| monochronic characteristics | - concentrate on the job; do one thing at a time - take time commitments (deadlines, schedules) seriously; schedule driven - low-context and need information; what? help! - committed to the job; loyal to company job - adhere religiously to plans; daytimer - concerned about not disturbing others; follow rules of privacy and consideration closely - show great respect for private property; seldom borrow or lend (guilt in borrowing) - are accustomed to short-term relationships; friend during product job |
| polychronic characteristics | - distractible and subject to interruptions; do many things - consider time commitments an objective to be achieved, if possible (product driven) - high context and already have information; get it - committed to people and human relationships; loyal to customers and coworkers - change plans often and easily; which way does wind blow? - more concerned with those who are family, friends, and close business associates than with privacy; social - borrow and lend things often and easily; share readily - have strong tendency to build lifetime relationships; friends for life |
| observable culture: heroes | people singled out for special attention and whose accomplishments are recognized with praise and admiration - founders and role models (sam walton) |
| observable culture: ceremonies, rites and rituals | ceremonies and meetings, planned or spontaneous - Celebrate important occasions and performance accomplishments - veture department store |
| observable culture: legends and stories | oral histories and tales, told and retold among members - dramatic sagas and incidents in the life of the organization - nordstroms; customer service |
| observable culture: metaphors and symbols | special use of language and other nonverbal expressions - Communicate important themes and values of the organization - always low prices; walmart - apple |
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