Chapter 3 Culture

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Chapter 3 Culture
2012-07-25 16:22:19
Chapter Culture

Chapter 3 Culture
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  1. shared values and beliefs that underlie a company's identity
    organizational culture
  2. physical manifestations of org culture
    observable artifacts
  3. the stated values and norms that are preferred by an organization
    espoused values
  4. meeting hunanity's needs without harming future generations
  5. the values and norms that are exhibited by employees
    enacted values
  6. represent the core of org culture - values that have been taken for granted and guide behavior
    basic underlying assuptions
  7. categorizes organzational culture
    competing values frmaework
  8. internal focus and values flexibility rather than stability and control - family type organization encouraging employee collaboration
    clan culture
  9. external focus and values flexibility - creation of innovative produces and services by being adaptable, creative, and ready for change
    adhocracy culture
  10. strong external focus and values stability and control - customers and profit take precedence over employees
    mmarket culture
  11. internal focus with mroe formalized and structured work environment- reliable internal processes, extensive measurement, control mechanisms
    hierarchy culture
  12. long term goal describing what an organization wants to become
  13. long termplan outlining actions needed to achieve desired results
    strategic plan
  14. the process by which employees learn an organizaiton's values norms and required behaviors
    organizational socilalization
  15. before an individual joins an organation - involves the information people learn about different careers, occupations, professions, and organizations
    anticipatory socialization
  16. involves giving recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the job
    realistic job preview
  17. learn what the organization is really like and reconcile unmet expectaions
  18. programs aimed at helpign meployees intergreate assimilate and transition to new jobs
  19. requires employees to master important tasks and roles and adjust their work group's values and norms
    change and acquisitions
  20. the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person
  21. reflects the variety of people within the network an individual uses for developmental assistance
    diversity of developmental realtionships
  22. the quality of realtionships amond the individual and those involved in his or her developmenal network
    developmental relatioship strength
  23. exists when employees definiteivly agree about the way things are supposed to happen within the organization and when their subsequent behaviors are consistent with those expectations
    culture strength