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ManT3-ch7
Organizational Culture
| Question | Answer |
|---|---|
| Organizational Climate | rules and beliefs that are temporary and capable of being changed |
| Organizational Culture | organizational rules and beliefs that are relatively enduring and resistant to change |
| Difference btw Culture and Climate | Culture - resistant to change (enduring) Climate - can be changed (temporary) ex. peoples attitudes about the company |
| Levels of analysis of culture | artifacts norms values underlying assumptions |
| Cultural artifacts | behaviors, language and physical symbols tha can be perceived with the senses and reflect the rules and core beliefs of culture |
| Shared norms | situation specific rules; often be determined by how the people within the organization act in certain situations |
| 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 |
| 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 |
| External adaptation | secures its place in an industry and how the organization responds to the external environment and the changes that occur in it |
| Internal integration | establishing and maintaining effective working relationships among the members of an organization; how the organization coordinates its internal systems and processes |
| 2 major challenges that impact development of organization culture | internal integration external adaptation |
| 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 |
| Employee Selection | hire people who match your culture and you discipline and possibly terminate the ones who don't |
| Reward Allocations | rewards and punishments maintain or change a culture sometimes overnight; |
| Leader Behaviors | what managers pay attention to is one of the more powerful methods of maintaining organizational culture through symbolic actions |
| Rites and Ceremonies | special occasions when managers can reinforce specific values and beliefs and reward those whose actions are congruent with the companies values |
| Stories and Symbols | important because the preserve the primary values of the organization and promote a shared understanding among all employees |
| 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 |
| 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 |
| Power distance | acceptability of status differentials between members of society |
| Uncertainty Avoidance | degree of uncertainty people are willing to tolerate |
| Individualism v. Collectivism | degree to which people are willing to act individually as a unique person v a uniform member of a group |
| 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 |
Created by:
gwellnvrmind
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