Term
| Organizational (Corporate) Culture |
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Definition
| Pattern of basic assumptions that are considered valid |
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| Most visible, easiest level to observe |
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1)Personal enactment
2)Ceremonies and rites
3)Stories
4)Rituals
5)Symbols |
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| One person is personally behaving the value (Bill Simon) |
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| Mary Kay ceremony for presenting sales people with pink cadillacs |
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| Tell stories about what they did in the past |
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Disney=always on stage, always performing
Address by first name |
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| Basic things like colors, phrases, logos |
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| Values that are acted out |
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| Hardest to detect, invisible; things that no one would violate, takes longer to detect |
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Term
| Benefits of Organizational Culture (4) |
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Definition
1)Provides a sense of identity to members and increases their commitment to the organization
2)Serves as a sense-making device for organization members
3)Reinforces the values of the organization
4)Serves as a control mechanism for shaping behavior |
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| Helps employees make sense of the organization |
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| Gives an idea of what's okay and not okay; culture controls itself |
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| Strong culture perspective |
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| Organizational culture with a consensus on the values that drive the company; people are extremely committed, traditional |
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| Culture is good only if it fits the industry or the firm's strategy |
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1)How competitive is the environment, what are the competitors doing?
2)What are our customer requirements?
3)What does society expect? |
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| Organizational culture that encourages confidence and risk taking among employees, has leadership that produces change |
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Term
| Elements in Managing culture (5) |
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Definition
1)What leaders pay attention to
2)How leaders react to crises
3)How leaders behave
4)How leaders allocate rewards
5)How leaders hire and fire individuals |
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| Showed that you're a great leader so you don't have to say it |
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| The transformation of newcomers from outsiders to participating, effective members of the organization |
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1)Role models-older people
2)Training-formal
3)Observation-what's rewarded and what's punished |
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Term
| 3 stages of socialization |
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Definition
1)Anticipatory socialization-before
2)Encounter-once you get there
3)Change and acquisition-mastered |
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Term
| Outcomes of socialization |
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Definition
| Increased performance, increased satisfaction, decreased stress, intent to remain |
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Term
| New culture, culture change |
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Definition
| Managers seeking to create cultural change must intervene at five points |
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Term
| Challenges to developing positive, cohesive culture (4) |
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Definition
1)Merger or acquisition
2)Global organizational culture
3)Ethical organizational culture
4)Culture of empowerment and quality |
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