OB chapter 3

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organizational culture
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shared values and beliefs that underlie a company’s identity
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socialization
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process by which employees learn an organization’s values, norms, and required behaviors.
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3 fundamental layers of organizational culture
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observable facts, exposed values, enacted values, basic assumptions
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observable facts
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Consists of the physical manifestation of an org’s culture, like manner of dress, awards, observable rituals and ceremonies, special parking places, employee of the month.
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espoused values
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the stated values and norms that are preferred by an org. CRS, open mindedness.
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Enacted values
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the values and norms that are exhibited by employees.
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Basic assumptions
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constitute organizational values that have become so taken for granted over time that they become assumptions that guide org behavior. Car companies calling you if something is wrong with your car.
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4 functions of organizational culture
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Give members an organizational identity. Facilitate collective commitment to company objectives. Promote social system stability. Shape behavior.
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Social system stability
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reflects the extent to which the work environment is perceived as positive and reinforcing, and the extent to which conflict and change are effectively managed.
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sustainability
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meeting humanity’s needs without harming the future generations
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PE Fit
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extent to which personal characteristics match those from a work environment
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competing values framework
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provides a practical way for managers to understand, measure, and change organizational culture. one axis pertains to whether an organization focuses its attention and efforts on internal dynamics and employees or toward its external environment and its customers and shareholders.
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clan culture
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a culture that has an internal focus and values flexibility rather than stability and control. It resembles in which effectiveness is achieved by encouraging collaboration between employees.
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adhocracy culture
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a culture that has an external focus and values flexibility. Fosters the creation of innovative products and services. They also encourage employees to take risks, think outside the box, and experiment with new ways of getting things done.
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Market culture.
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a culture that has a strong external focus and values stability and control. Customers, and profits take precedence over employee development and satisfaction. The major goal of managers is productivity, profits, and customer satisfaction.
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hierarchy culture
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a culture that has internal focus and values stability over flexibility. Control is the driving force, which produces a more formalized and structured work environment.
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vision
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long term goal describing what an org. wants to become.
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strategic plan
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a long term plan outlining actions needed to achieve desired results.
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Edgar Schien
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notes that changing organizational culture involves a teaching process. That is, organizational members teach each other about the organization’s preferred values, beliefs, norms, expectations, and behaviors by socialization. pg 74
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anticipatory socialization phase
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occurs before an individual joins an org. and involves the information people learn about different careers, occupations, professions, and organizations.
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realistic job preview
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presents both positive and negative aspects of a job.
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Encounter phase
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employees learn what the org. is really like and reconcile unmet expectations.
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onboarding
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programs aimes at helping employees integrate, assimilate, and transition to new jobs.
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change and acquisition phase
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requires employees to master tasks and roles and to adjust to work group values and norms
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mentoring
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process of forming and maintaining developmental relationship between a mentor and junior person. wise and trusted counselor in greek mythology.
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diversity of developmental relationships
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the variety of people in a network used for developmental assistance
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developmental rleaitnoship strength
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the quality of relationships among people in a networl
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5 career functions that enhance career development
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sponsorship, exposure and visibility, coaching, protection, and challenging assignments.
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4 psychosocail fucntions
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role modeling, acceptance and confirmation, counseling, and friendship.
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OSAR model
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we act based in the way the social system is observed. Thus, we obtain the results according to our actions.
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elastic change
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produces short term changes that do not last long
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real changes
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transform people for good producing better observers and individuals that learn by themselves.

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