Ch.2 BUSN

Omnipotent View

The perspective that managers are directly responsible for an organization's success or failure.

Symbolic View

The perspective that organizational success or failure is largely due to external factors beyond the managers' control.

Organizational Culture

A system of shared meaning and beliefs that influences how employees behave within the organization.

Managerial Discretion

The range of choices and decisions available to managers in their roles.

Subculture

A set of values and norms shared by a group within an organization, differing from the dominant culture.

Strong Culture

A culture in which key values are deeply held and widely shared, significantly influencing employee behavior.

Weak Culture

A culture where values are weakly held and do not strongly influence behavior.

Environmental Uncertainty

The degree of change and complexity in an organization's external environment that impacts managerial decisions.

Stakeholders

Individuals or groups that have an interest in an organization's decisions and actions.

Innovation Culture

A culture that encourages creativity and supports the development and implementation of new ideas.

Diversity-Supportive Culture

A culture that promotes and values diverse perspectives and experiences among employees.

Sustainability Culture

A culture that integrates economic, environmental, and social considerations into business practices.

Ethical Culture

A culture that emphasizes ethical standards and integrity in organizational decision-making and behavior.

Customer-Responsive Culture

A culture focused on meeting customer needs and ensuring high levels of customer satisfaction.

Socialization

The process through which new employees learn an organization's culture and internalize its values.

Internal Constraints

Limitations that arise from an organization's culture affecting managerial decision-making.

External Constraints

Limitations that arise from the organization's environment impacting managerial actions.

Management Responsibilities

The expectation that managers will build adaptable cultures and respond to both internal and external challenges.

Risk Management

The discipline of managing uncertainty and minimizing risk in decision-making processes.

Fixed Schedule

A socialization process with standardized time targets for transitions, such as a probationary period.

Variable Schedule

A socialization process without advance notice of transitions, based on readiness.

Serial Socialization

A socialization process involving a role model who guides the newcomer.

Random Socialization

A socialization process where newcomers navigate the environment without structured guidance.

Investiture

A socialization approach that affirms and supports an individual's existing qualities and qualifications.

Divestiture

A socialization approach that seeks to strip away certain characteristics and shape new members.

Team Orientation Dimension

A cultural dimension focused on collaboration and team-based work.

Outcome Orientation Dimension

A cultural dimension that prioritizes results and achievement.

People Orientation Dimension

A cultural dimension emphasizing the value of employees and fostering a supportive work environment.

Attention to Detail Dimension

A cultural dimension that stresses accurate and meticulous work.

Aggressiveness Dimension

A cultural dimension that promotes competitiveness and assertiveness.

Innovation and Risk Taking Dimension

A cultural dimension that encourages experimentation and embracing new ideas.

Stability Dimension

A cultural dimension that values maintaining the status quo and minimizing change.