Organizational Behavior: Ch3
Terms in this set (32)
Shared values and beliefs that underlie a company's identity. Passed on to new employees through socialization. Influences behavior at work. Operates at different levels.
Organizational culture is shaped by:
Founder's values, the industry and business environment, the national culture, and the senior leaders' vision and behavior
3 layers of organizational culture:
Observable artifacts, espoused values, and basic assumptions.
More visible level. Consist of physical manifestation of an organization's culture. (Acronyms, manner of dress, awards, stories about the org, published values, rituals, parking spaces, decorations) Visible behaviors. Easier to change
The stated values and norms that are preferred by an organization. Core values created by founder
Enduring belief in a mode of conduct or end-state. Espoused vs. enacted
Meeting humanity's needs without harming future generations
The values and norms that are exhibited by employees. Based on their observations of what occurs on a daily basis.
Unobservable and represent the core of organizational culture. Highly resistant to change. People rarely act outside these accepted values.
Extent to which personal characteristics match those from a work environment. High PE Fit = higher job satisfaction and commitment.
How to find PE Fit
Compare your own strengths and weaknesses against company values/talk to current employees, prepare diagnostic questions for interview
4 functions of organizational culture
Give members organizational identity, facilitate collective commitment, promote social system stability (perceived as positive), shape behavior by helping members make sense of their surroundings.
3 types of organizational culture
Organizational culture inventory, competing values framework, organizational culture profile
Competing Values Framework
x axis internal or external focus, y axis flexibility/discretion or stability/control.
Upper left. Thrust: collaborate
Means: cohesions, participation, communication
Ends: morale, people development, commitment
Upper right. Thrust: Create
Means: adaptability, creativity, agility
Ends: innovation, growth, cutting-edge output
Lower right. Thrust: Compete
Means: Customer focus, productivity, enhancing competitiveness
Ends: market share, profitability, goal achievement
Lower left. Thrust: Control
Means: capable processes, consistency, process control, measurement
Ends: efficiency, timeliness, smooth functioning
Organization's financial performance
Not influenced by organizational culture.
Long-term goal describing "what" and organization wants to become
A long term plan outlining actions needed to achieve desired results.
Changing organizational structure
Formal statements of values, design of physical space, slogans, role modeling/teaching, explicit rewards, stories/legends, activities/outcomes, reactions to crisis, workflow/organizational structure, technology, recruitment
Process by which employees learn an organization's values, norms, and required behaviors.
3 phases of organizational socialization
Anticipatory socialization, encounter, change and acquisition
Anticipatory socialization phase
Occurs before an individual joins an organization, and involves the information people learn about different careers, occupations, professions, and organizations.
Realistic job preview
Presents both positive and negative aspects of a job
Employees learn what the organization is really like and reconcile unmet expectations
Programs aimed at helping employees integrate, assimilate, and transition to new jobs
Change and aqcuisition phase
Requires employees to master tasks and roles and to adjust to work group values and norms.
Process of forming and maintaining developmental relationships between a mentor and a junior person
Diversity of developmental relationships
The variety of people in a network used for developmental assistance
Developmental relationship strength
The quality of relationships among people in a network
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