The Psychology of Organizational Culture - Vocabulary Flashcards

A set of vocabulary flashcards covering core concepts from the Psychology of Organizational Culture module, including definitions of cultural constructs, Hofstede dimensions, intercultural interaction, and real-world examples.

Organizational culture

The shared values, beliefs and practices that shape behavior, decision-making, and the workplace climate, including unwritten rules.

Values

Core principles that drive behavior within an organization.

Beliefs

Collective understandings that influence how employees perceive their roles and responsibilities.

Assumptions

Underlying beliefs often unconscious that shape culture, such as views on hierarchy, communication, and conflict resolution.

Psychological constructs

Mental concepts (values, beliefs, assumptions) used to describe and analyze organizational culture.

Netflix culture

A culture based on freedom and responsibility, with open feedback and accountability and minimal micromanagement.

4A feedback framework

A model for giving/receiving feedback: Aim to assist, Actionable content, Appreciate, Accept or Discard.

Intercultural contact

Interactions across cultures that can enhance creativity and collaboration when navigated with awareness.

Intercultural communication

Effective interaction across cultures, requiring awareness of differences and strategies to avoid misunderstandings.

Cross-Cultural Management

Managing across borders by adapting practices to local cultures, etiquette, and communication styles.

Hofstede’s cultural dimensions

A framework of cultural dimensions used to analyze and compare cultures for management strategy.

Power Distance Index (PDI)

The measure of how much less powerful members accept unequal power; high PDI = hierarchical, low PDI = egalitarian.

Individualism vs Collectivism (IDV)

Dimension describing whether a culture prioritizes individual goals (individualism) or group goals (collectivism).

Masculinity vs Femininity (MAS)

Dimension reflecting preference for competitiveness and achievement (masculine) vs care and quality of life (feminine).

Uncertainty Avoidance Index (UAI)

Measure of a culture's tolerance for ambiguity; high UAI prefers structure and rules, low UAI tolerates ambiguity.

Long-Term vs Short-Term Orientation (LTO)

Dimension indicating emphasis on perseverance and future rewards (long-term) vs respect for tradition and immediate results (short-term).

Indulgence vs Restraint (IVR)

Dimension describing allowance of gratification and enjoyment (indulgence) vs suppression through social norms (restraint).

Psychological safety

Belief that the team is safe to take interpersonal risks; essential for learning and performance in diverse groups.

Group dynamics

The way culture shapes team communication, cohesion, trust, and performance, including challenges in diverse groups.

Communication styles (direct vs indirect)

Norms for conveying information; direct communication is explicit, indirect aims to maintain harmony.

Business case for culture

Evidence that positive organizational culture is linked to higher engagement, retention, and innovation, boosting performance.

Measuring culture

Methods to assess culture (e.g., employee surveys, performance metrics, feedback mechanisms) and align with goals.

Employee engagement

The level of psychological commitment and involvement employees have toward their work and organization.

Leadership and cultural adaptation

Adapting leadership styles to local cultures (e.g., authoritative vs participative) to fit context and expectations.

IBM in China (cultural adaptation)

IBM recognizing high power distance and adjusting leadership to be more directive and hierarchical.

Unilever in India (cultural adaptation)

Unilever tailoring marketing and products to local tastes, family and community values.

Starbucks intercultural adaptation

Starbucks introducing local flavors (e.g., matcha in Japan) to respect local culture and improve belonging.

Google Project Aristotle (psychological safety relevance)

Research showing psychological safety as key to team effectiveness in diverse groups.

3M 15% time (innovation)

Policy allowing employees to spend a portion of time on self-chosen projects, fostering innovation.

Employee surveys as culture measures

Regular surveys (e.g., Google, Gallup Q12) used to gauge satisfaction, engagement, and culture health.

Retention and culture (examples)

Healthy culture linked to lower turnover (e.g., Southwest Airlines) and higher performance.