org ch 15

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  1. Organization culture
    system of shared meaning held by members that distinguishes the organization from other organizations
  2. seven primary characteristics of firm culture
    • innovation and risk taking
    • attention to detail
    • outcome orientation
    • people orientation
    • team orientation
    • aggressiveness
    • stability - emphasis on status quo vs growth
  3. dominant culture
    values shared by majority of firm members
  4. subcultures
    share dominant culture plus additional value unique to subculture members
  5. strong culture
    core values are intensely held and widely shared
  6. four culture functions
    • defines boundaries between this firm an others
    • conveys sense of identity for members
    • facilitates commitment to something larger than personal self interests
    • enhances stability of the social system
  7. three liabilities of strong culture
    • barrier to change
    • barrier to diversity
    • barrier to acquisitions and mergers
  8. three ways to maintain culture
    • selection: hire people that fit within current culture
    • top management: since they have the most influence, actions must be consistent with desired culutre
    • socialization: molding employees to fit within culture
  9. three stages to socialization
    • 1) prearrival: values, attitudes, and expectations that employee arrives with
    • 2) encounter: employee confronts discrepancies between expectations and actual
    • 3) metamorphosis: discrepancies from the encounter stage are worked through
  10. four parts to metamorphosis
    • formal vs informal: official orientation (better) vs OJT
    • individual vs collective: group socialization (better) vs individual
    • serial vs random: mentors are assigned by organziation (better) vs specifically avoiding official involvement
    • investiture vs divestiture: investiture assumes recruit has necessary ingredients for job success, divestiture strips characteristics to create new ones (greek initiation)
  11. four ways employees learn culture
    • stories
    • rituals: repetative sequences of activities that express and reinforce key values of the firm
    • material symbols: ex. few individual offices for executives would convey openness, equality, creativity, and flexibility
    • language: terminology (acronyms and jargon) act as a common denominator to unite members of a given culture or subculture
  12. five ways to create an ethical firm culture
    • be a visible role model
    • communicate ethical expectations
    • provide ethics training
    • visibly reward ethical acts and punish unethical ones
    • provide protective mechanisms that allow employees to discuss ethical dilemmas without fear of reprimand
  13. positive firm culture
    • builds on employee strengths
    • rewards more than punishes
    • emphasizes individual vitality and growth
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org ch 15
2011-12-07 22:27:28
org 15

org ch 15
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