Chapter 16 - Organizational culture

Innovation

Innovation

________ and risk taking: degree to which employees are encouraged to be innovative and take risks.

Aggressiveness

________: degree to which people are aggressive and competitive rather than easy going.

Institutionalization

________: condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality.

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.

Boundary

________- defining role → it creates distinctions between one organization and others.

Subcultures

________: mini- cultures within an organization, typically defined by department designations and geographical separation.

Attention

________ to detail: degree to which employees are expected to exhibit precision, analysis and ________ to detail.

Socialization

________: process that adapts employees to the organizations culture.

behavior of employees

Serving as a sense- making and control mechanism that guides and shapes the attitudes and ________.

Material symbols

________: what conveys to employees who is important, the degree of egalitarianism top management desires and the kinds of behavior that are appropriate.

Organizational culture

________: system of shared meaning held by members that distinguishes the organization from other organizations.

Workplace spirituality

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

Core values

________: primary or dominant values that are accepted throughout the organization.

Pre arrival stage

________: period of learning in the socialization process that occurs before a new employee joins the organization.

Organizational culture

System of shared meaning held by members that distinguishes the organization from other organizations

Innovation and risk taking

Degree to which employees are encouraged to be innovative and take risks

Attention to detail

Degree to which employees are expected to exhibit precision, analysis and attention to detail

Outcome orientation

Degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve those outcomes

People orientation

Degree to which management decisions take into consideration the effect of outcomes on people within the organization

Team orientation

Degree to which work activities are organized around teams rather than individuals

Aggressiveness

Degree to which people are aggressive and competitive rather than easy going

Stability

Degree to which organizational activities emphasize maintaining the status quo in contrast to growth

Dominant culture

Culture that expresses the core values that are shared by a majority of the organization's members

Subcultures

Mini-cultures within an organization, typically defined by department designations and geographical separation

Core values

Primary or dominant values that are accepted throughout the organization

Strong culture

Culture in which the core values are intensely held and widely shared

Organizational climate

Shared perceptions organizational members have about their organization and work environment

Ethical work climate (EWC)

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

Institutionalization

Condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality

Socialization

Process that adapts employees to the organization's culture

Pre-arrival stage

Period of learning in the socialization process that occurs before a new employee joins the organization

Encounter stage

Stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge

Metamorphosis stage

Stage in the socialization process in a which a new employee changes and adjusts to the job, work group and organization

Positive organizational culture

Culture that emphasizes building on employee strengths, rewards more than punishes and emphasizes individual vitality and growth

Workplace spirituality

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