Chapter 3 Organizational Culture

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Chapter 3 Organizational Culture
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2013-02-24 16:02:14
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  1. Organizational Culture
    shared values and beliefs that underlie a company's identity
  2. Values
    enduring belief in a mode of conduct or end-state
  3. Espoused Values
    The stated values and norms that are preferred by an organization
  4. Sustainability
    meeting humanity's needs without harming future generations
  5. Enacted Values
    the values and norms that are exhibited by employees
  6. PE Fit
    extent to which personal characteristics match those from a work environment
  7. 4 Functions of Org. Culture
    • 1) Org. Identity
    • 2) Collective Commitment
    • 3) Social System stability
    • 4) Sense-making device
  8. Competing Values Framework (CVF)
    framework for categorizing organizational culture
  9. Clan Culture
    culture that has an internal focus and values flexibility rather than stability and control
  10. Adhocracy Culture
    culture that has external focus and values flexibility
  11. Market Culture
    culture that has strong external focus and values stability and control
  12. Hierarchy Culture
    culture that has an internal focus and values stability and control
  13. Vision
    Long-term goal describing "what" an organization wants to become
  14. Strategic Plan
    A long-term plan outlining actions needed to achieve desired results (11 mechanisms in book)
  15. Organizational Socialization
    Process by which employees learn an organization's values, norms, and required behaviors
  16. 3 Phases of Org. Socialization
    • 1) Anticipatory Socialization
    • 2) Encounter
    • 3) Change and Acquisition
  17. Anticipation Socialization Phase
    Occurs before an individual joins an organization, and involvesĀ  the information people learn about different careers, occupations, professions, and organizations.
  18. Realistic Job Preview
    presents both positive and negative aspects of a job
  19. Phase 2: Encounter
    Employees learn what the organization is really like and reconcile unmet expectations
  20. Onboarding
    Programs aimed at helping employees integrate, assimilate, and transition to new jobs
  21. Phase 3: Change and Acquisition
    Requires employees to master tasks and roles and to adjust to work group values and norms
  22. Socialization Tactics (6)
    • 1) Collective vs. Individual
    • 2) Formal vs. Informal
    • 3) Sequential vs. Random
    • 4) Fixed vs. Variable
    • 5) Serial vs. Disjunctive
    • 6) Investiture vs. Divestiture
  23. Mentoring
    Process of forming and maintaining developmental relationships between a mentor and a junior person
  24. Diversity of Developmental Relationships
    • The variety of people in a network used for developmental assistance
    • -2 Subcomponents. a) # of ppl person is networked with and b) various social systems from which networked relationships stem (school,family)
  25. Developmental Relationship Strength
    • Quality of relationships among people in a network
    • -Receptive dev. network composed of a few weak ties from one social system such as an employer or professional association.

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