chapter #16 OB
encounter stage
typically occurs when the employee begins work the process of comparing what information they get from actually being there to their image begins
ASA framework
(Attraction-Selection-Attrition) - potential employees will be attracted to organizations whose cultures match their own personality organizations will select candidates based on whether their personalities fit the culture people who still don't fit will either be unhappy or ineffective when working in the organization. The positive is that it recruits and retains organizational members that buy into the culture, further strengthening and reinforcing the culture The bad thing is homogenization - everybody is the same, making it difficult for the organization to respond to environmental changes
two processes help keep the culture strong
ASA framework and socialization
the term organizational culture has a number of facets
Culture is social knowledge, learned through interactions among employees Culture is shared, meaning everyone has a basic consensus of how things are Culture guides attitudes and behavior through the rules, norms, and values
advantages of a strong culture
Differentiates the organization from others Allows employees to identify themselves with the organization Facilitates desired behaviors among employees Creates stability within the organization
disadvantages of a strong culture
Makes merging with another organization more difficult Attracts and retains similar kinds of employees, thereby limiting diversity of thought Can be "too much of a good thing" if it creates extreme behaviors among employees Makes adapting to the environment more difficult
**
Weak organizational cultures open opportunities for subcultures and countercultures (subcultures that don't agree with the main culture).
mergers and acquisitions
When two companies merge, usually one of the cultures is selected. This causes some issues to the part of the organization that has to change
socialization happens in stages
anticipatory stage encounter stage understanding and adaptation
anticipatory stage
begins before someone is hired; its the formation of an image of the organization potential employee develops an image of what it must be like to work for a given company
five examples of specific culture types
customer service culture safety culture diversity culture sustainability culture creativity culture
three components of organizational culture
espoused values basic underlying assumptions observable artifacts
four basic culture types
fragmented mercenary networked communal
networked culture (tend to be creative oriented cultures)
high sociability / low solidarity employees like each other but do their own thing
communal cultures
high sociability and high solidarity everyone thinks alike
observable artifacts
includes symbols, physical structures, language, stories, rituals, and ceremonies that are easy to see and talk about This is the primary way to transmit culture to organizational employees
person-organization fit
is the degree to which a person's personality and values match the culture of an organization.
culture strength
is the degree to which employees agree with what is supposed to happen (consensus) and their behaviors are consistent with those beliefs (intensity)
two main drivers of culture change
leadership changes mergers and acquisition Leadership changes are the typical catalyst for culture change
mercenary culture
low sociability / high solidarity employees think alike but aren't necessarily friendly to each other Represents a 'what's in it for me" culture; highly political
fragmented culture
low sociability / low solidarity employees are distant and disconnected from each other
understanding and adaptation
newcomers learn the content areas of socialization and begin to internalize the norms and behaviors. In this last stage the employee is changing
reality shock
occurs when there is a mismatch of the image and new information
organizational culture
psychologists call it organizational climate the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees
person-organization fit has a _____ effect on organizational commitment
strong positive
Basic underlying assumptions
the beliefs that are so ingrained that employees simply act on them without thinking This aspect is the most difficult to observe and the most difficult to change
espoused values
the beliefs, philosophies, and norms that the company explicitly states. This includes published documents such as mission and vision statements as well as verbal statements made by executives and managers Espoused values are not the same as enacted values; espoused is what they say, enacted is what they do; hopefully these are aligned
sociability
the degree to which org members are friendly to one another
solidarity
the degree to which org members think alike
diversity culture
the focus is on inclusion and diversity to build and maintain competitive advantage
creativity culture
the focus is on new ideas and innovation
safety culture
the focus is on safe behaviors
customer service culture
the focus is on service quality
sustainability culture
the focus is on social good and corporate social responsibility
socialization
the primary method of transmitting the social knowledge to employees in the organization It begins at hire and ends only at termination
cultures can be
weak or strong Weak cultures have low consensus and low intensity Strong cultures have high consensus and high intensity
person-organization fit has a ______ effect on job performance
weak positive