OB 16

18 flashcards · Other · by Daniel F.

1. Organizational culture

   a system of shared meaning held by members that distinguishes the firm from others. characterized by values, beliefs, and underlying assumptions that serve several purpose

2. Dominant culture

   A culture that expresses the core values that are shared by most of the organization’s members.

3. Core values

   The primary or dominant values that are accepted throughout the organization

4. subcultures

   Minicultures within an organization, typically defined by department designations or geographical separation

5. strong culture

   A culture in which the core values are intensely held and widely shared. • Have great influence on the behavior of members • Increase cohesiveness • Result in lower employee turnover

6. How can employees learn the culture?

   stories - rituals - Repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable. material symbols - Physical objects, or artifacts, that symbolize values, beliefs, or assumptions inherent in the organization’s culture. language -

7. How a Culture Begins

   1. Hiring and keeping those who think and feel the same way they do 2. Indoctrinating/socializing those employees to their way of thinking and feeling 3. Acting as a role model and encouraging employees to identify with them.

8. socialization

   A process that enables new employees to acquire the social knowledge and necessary skills in order to adapt to the organization’s culture.

9. steps of socialisation

   Prearrival stage: Period of learning that occurs before a new employee joins the organisation-e recognizes that everyone arrives with a set of values, attitudes, and expectations about both the work and the organization. Encounter stage: new employee sees what the organization is really like + confronts the possibility that expectations and reality may diverge. Metamorphosis stage: new employee changes and adjusts to the job, workgroup, and organization-work out any problems discovered during t…

10. What does culture do ?

    •Defines boundaries •Conveys a sense of identity •Generates commitment beyond oneself •Enhances social stability •Sense-making and control (!) mechanism •It creates a climate

11. orgnisational climate

    The shared perceptions organizational members have about their organization’s policies, procedures, and practices.

12. ethical culture

    The shared concept of right and wrong behavior in the workplace that reflects the true values of the organization and shapes the ethical decision making of its members

13. sustainability

    Organization practices that can be sustained over a long period of time because the tools or structures that support them are not damaged by the processes.

14. negative organizational culture

    Institutionalization - A condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality Barriers to change, diversity, acquisitions and mergers

15. How to create an Ethical culture?

    • Be a visible role model • Communicate ethical expectations. • Provide ethical training. • Visibly reward ethical acts and punish unethical ones. • Provide protective mechanisms.(report unethical behavior without fear of reprimand)

16. Positive organizational culture

    A culture that values building on employee strengths, rewards more than it punishes, and encourages individual vitality and growth.

17. Workplace spirituality

    The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community

18. characteristics of a spiritual organisation

    Benevolence. Spiritual organizations value kindness toward others + happiness of employees + other org stakeholders. Strong sense of purpose. Trust + respect. Open-mindedness.