HRM 360 Ch 16 Organizational Culture

Organizational culture

the shared social knowledge surrounding the customs, norms, and values that shape the behaviors and attitudes of employees

Observable artifacts

The manifestations of an organization's culture that employees can easily see or talk about

Espoused Values

 the explicitly stated beliefs, philosophies, and norms of the company

Basic Underlying Assumptions

the taken-for-granted beliefs and philosophies that have become so ingrained that employees simply act on them rather than question the validity of their behaviors.

Fragmented culture

employees are distant and disconnected from each other

Mercenary culture

employees think alike but are NOT friendly to each other

Networked culture

employees DONT think alike, but are friendly to each other

Communal culture

employees are friendly and think alike

Customer service culture

focused on service quality

safety culture

focused on safety of employees

diversity culture

focused on fostering or taking advantage of a diverse group of employees

sustainability culture

focused on promoting sustainability both inside and outside of the organization

creativity culture

focused on fostering a creative atmosphere

culture strength

how strongly employees definitively agree about the way that things are supposed to happen within an organization (this is called high consensus) and their behaviours are consistent with those expectations (high intensity).

subcultures

a culture created within a small subset of the organization’s employees

countercultures

those whose values don’t match those of the larger organization.

Attraction-Selection-Attrition (ASA)

a framework that describes how employees will apply to work for companies whose culture matches their own personality, and continue to stay there so long as there’s a good culture fit

Socialization

the primary process by which new employees gain social knowledge and understand and adapt to an organizational culture

Anticipatory Stage

A stage that begins as soon as a potential employee develops an image of what it would be like to work for a company. (expectations)

Encounter

Begins on the first day of work, where the employee compares the information as an outsider to the information learned as an insider

Reality Shock

when the company isn’t what you expected it to be

Understanding & Adaptation

Newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization