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a cognitive framwork consisteing of attitudes, values, behavioral norms, and expectations shared by org members.
toxic org. cultures
orgs where people do not feel valued.
healthy org. cultures
orgs that treat people well and inspire employees.
orgs paving the way for culture to exert major influence on the way people behave.
- dependence on others for the effects they have on rewards/punishments
- tends to change behavior but not your internal attitude towards the group
- about approval/acceptance
- when we need to know what's appropriate to do
- what makes you begin believing in the group
- leads to long term conformity to group
factors affecting information dependence
- number of others in group
factors affecting effect dependence
- relative status
- attraction/identification with the group
- self esteem
orgs giving its culture only limited impact on the way people behave
cultures existing within parts of orgs rather than through them.
overarching personality of an organization.
competing values framework
cultures of orgs differ with respect to 2 sets of opposite values: flexibility and discretion and internal affairs.
orgs that have an internal focus and emphasize stability and control.
concerned with stability and control but are external in orientation, emphasize competitiveness and productivity.
strong internal focus with high degree of flexibility and discretion.
emphasize flexibility while paying attention to external environment.
form of organization that cuts acorss normal bureaucratic lines to capture opportunities solve problems and get results.
info. from an orgs history that its leader draw upon later as needed.
matierial objects that connote meanings beyond their intrinsic content.
statements of principle
an org writes their principles for all to see.
how the mergeer of two orgs with culture conflict leads to serious problems.
culture due diligence analysis
process of analyzing the cultures of both organizations to ensure their compatilbility.
process by which indivs or teams produce movel and useful ideas.
process of reframing familiar problems in unique ways.
- certain strategies to help them come up with creative new ideas.
- rules that people follow to help them approach tasks in new ways.
abandoning unproductive ideas and temporarily putting aside stubborn problems until new approaches can be considered.
intrinsic task motivation
the motivation to do work b/c its interesting or challening in a positive way.
openness to experience
thinking outside the box, personality trait that values new experiences and ideas.
support for creativity
tehe degree to which ppl believe that other in their workplace are supportive of their efforts to come up with novel ideas.
- form of innovation that is incremental in nature
- allows orgs to approach markets in same manner as theyve done in the past.
- minor impact on existing business
- innovation so extreme that it changes the market in which companies operate.
- high impact on existing business.
- slow and steady approach to innovation.
- provides more certainty of success in the market.
- (apple - iphone, periodic updates and upgrades)
- shocking competitors by making quantum leaps in innovation.
- uncertain success.
- (colgate toothpaste)
- indiv or org develops an innovation for the purpose of selling it to a company.
- (Intel makes faster and faster microchips)
end -user innovation
- finding inspiration from indivs who use their goods.
- innovation based on customer feedback.