Organizational Culture
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| Organizational Climate | rules and beliefs that are temporary and capable of being changed
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| Organizational Culture | organizational rules and beliefs that are relatively enduring and resistant to change
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| Difference btw Culture and Climate | Culture - resistant to change (enduring)
Climate - can be changed (temporary)
ex. peoples attitudes about the company
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| Levels of analysis of culture | artifacts
norms
values
underlying assumptions
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| Cultural artifacts | behaviors, language and physical symbols tha can be perceived with the senses and reflect the rules and core beliefs of culture
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| Shared norms | situation specific rules; often be determined by how the people within the organization act in certain situations
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| Cultural values | broader rules that are applied across situations; collective beliefs, ideals, and feelings of members about things that are good, proper, valuable, rational, and right
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| Shared Assumptions | provide a foundation of how people think about what happens in organizations; represent beliefs about reality and human nature that are taken for granted and deeply embedded in the way we understand and interpret daily life MOST DIFFICULT TO STUDY
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| External adaptation | secures its place in an industry and how the organization responds to the external environment and the changes that occur in it
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| Internal integration | establishing and maintaining effective working relationships among the members of an organization; how the organization coordinates its internal systems and processes
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| 2 major challenges that impact development of organization culture | internal integration
external adaptation
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| Factors of Maintaining Organizational Culture | Selection and retention of employees
how to reward and promote them
reactions of leaders
rites and ceremonies
stories and symbols
reactions to crises
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| Employee Selection | hire people who match your culture and you discipline and possibly terminate the ones who don't
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| Reward Allocations | rewards and punishments maintain or change a culture sometimes overnight;
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| Leader Behaviors | what managers pay attention to is one of the more powerful methods of maintaining organizational culture through symbolic actions
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| Rites and Ceremonies | special occasions when managers can reinforce specific values and beliefs and reward those whose actions are congruent with the companies values
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| Stories and Symbols | important because the preserve the primary values of the organization and promote a shared understanding among all employees
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| Reactions to Problems | the way in which a crisis is handled can either reinforce the existing culture or generate new values and norms that change the culture in some way
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| Hofstede's 4 cultural values to explain differing reactions to problems in organizational life | 1.Power Distance
2.Uncertainty avoidance
3.Individualism vs. Collectivism
4.masculinity vs. femininity
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| Power distance | acceptability of status differentials between members of society
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| Uncertainty Avoidance | degree of uncertainty people are willing to tolerate
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| Individualism v. Collectivism | degree to which people are willing to act individually as a unique person v a uniform member of a group
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| Masculinity v Femininity | degree to which gender role differences are emphasized in terms of valuing assertive and aggressive male roles over more tender feminine attributes
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