Organizational Behavior Chapter 2: Organizational Culture, Socialization, and Mentoring
Terms in this set (17)
has an external focus and values flexibility.
occurs before an individual actually joins an organization.
Change and Acquisition Phase
requires employees to master important tasks and roles and to adjust to their work group's values and norms.
Has an internal focus and values flexibility rather than stability and control.
Competing Values Framework
provides a practical way for managers to understand, measure, and change organizational culture.
Developmental Relationship Strength
The quality of relationships among an individual and those involved in his or her developmental network.
Diversity of Developmental Relationships
The variety of people within the network an individual uses for developmental assistance.
the values and norms that are actually exhibited or converted into employee behavior.
A phase where employees come to learn what the organization is really like.
The explicitly stated values and norms that are preferred by an organization.
Has an internal focus, which produces a more formalized and structured work environment, and values stability and control over flexibility.
A culture that has a strong external focus and values stability and control.
the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers (i.e., people who provide career and psychosocial support) and a junior person (the protege, if male; or protegee, if female)
Programs that help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, and culture and by clarifying work role expectations and responsibilities.
he set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.
The process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization.
(1) Are Concepts or beliefs, (2) pertain to desirable end-states or behaviors, (3) transcend situations, (4) guide selection or evaluation of behavior and events, and (5) are ordered by relative importance.
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