management 251 8,9,10

transactional leaders

ensure that employees demonstrate the right behaviors because the leader provides resources in exchange.

Creating a sense of urgency

explaining to them why changing the fundamental way in which business is done is so important.

reward systems

company culture is shaped by the type of reward systems used in the organization and the kinds of behaviors and outcomes it chooses to reward and punish.

new employee onboarding

Onboarding refers to the process through which new employees learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization.

self esteem

Self-esteem is not one of the Big Five personality traits, but it is an important aspect of one's personality.

Why does organizational culture matter?

-An organization's culture may be one of its strongest assets or its biggest liability -Organizational culture is an effective control mechanism dictating employee behavior -Culture, or shared values within the organization, may be related to increased performance -Organizations which have a rare and hard to imitate culture may enjoy a competitive advantage

signs or organization culture

-One way of finding out about a company's culture is by observing employees or interviewing them. -examine its rules and policies. -political layout

Industry Demand

-growing demand moderates competition and lessens rivalry -declining demand encourages rivalry for share and revenue

Process of Culture Change

1. Create a sense of urgency 2. Change leaders and other key players 3. Role model 4. Train 5. Change the reward system 6. Create new stories and symbols

transformational leaders four tools

1. charisma 2.inspirational motivation 3. intellectual stimulation 4. individualized consideration

transactional leader three methods

1. contigent rewards 2. active management by exception 3. active management by exception

how to find companys culture before joining

1. do research 2. observe the physical environment 3. read between lines 4. reflect how your treated 5. ask questions 6. listen to gut

Founder's Values

A company's culture, particularly during its early years, is inevitably tied to the personality, background, and values of its founder or founders, as well as their vision for the future of the organization.

founders values

A company's culture, particularly during its early years, is inevitably tied to the personality, background, and values of its founder or founders, as well as their vision for the future of the organization.

supportive leadership style

A supportive leader attempts to reduce employee stress and frustration in the workplace. This type leader shows concern for the followers' psychological well-being. One of the four leadership styles identified in path-goal theory.

How are cultures maintained?

Attraction Selection Attrition Onboarding Leadership Reward System

industry demands

Companies within the same industry can sometimes have widely differing cultures. At the same time, the industry characteristics and demands often act as a powerful force to create similarities among organizational cultures.

counter cultures

Defined as shared values and beliefs that are in direct opposition to the values of the broader organizational culture, countercultures are often shaped around a charismatic leader.

Path-Goal Theory of Leadership

Expectancy theory of motivation suggests that employees are motivated when they believe—or expect—that (1) their effort will lead to high performance, (2) their high performance will be rewarded, and (3) the rewards they will receive are valuable to them.

leadership

Leaders are instrumental in creating and changing an organization's culture.

directive leaders

Leaders who provide specific directions to their employees. They lead employees by clarifying role expectations, setting schedules, and making sure that employees know what to do on a given work day.

what can organizations do during onboarding

Many organizations, including Microsoft, UPS, and Bank of America, take a more structured and systematic approach to new employee onboarding, while others follow a "sink or swim" approach where new employees struggle to figure out what is expected of them and what the norms are in their organization.

what can employees do during onboarding

New employees who are proactive, seek feedback, and build strong relationships tend to be more successful than those who do not

attraction selection attraction

Organizational culture is maintained through a process known as attraction-selection-attrition (ASA).

integrity

Research also shows that people who are effective as leaders tend to have a moral compass and demonstrate honesty and integrity.

subclultures

Subcultures may arise from the personal characteristics of employees and managers, as well as the different conditions under which work is performed. In addition to understanding the broader organization's values, managers will need to make an effort to understand subculture values to see their effect on workforce behavior and attitudes.

Changing the Reward System

The criteria with which employees are rewarded and punished have a powerful role in determining the cultural values of an organization.

formal leaders

Those who hold a position of authority and may utilize the power that comes from their position, as well as their personal power to influence others.

trust

Trust is the belief that the leader will show integrity, fairness, and predictability in his or her dealings with others.

training

Well-crafted training programs may be instrumental in bringing about culture change by teaching employees the new norms and behavioral styles.

participate leadership

a leadership style in which the leader consults employees for their suggestions and input before making decisions

Achievement-oriented leadership

a leadership style in which the leader sets challenging goals, has high expectations of employees, and displays confidence that employees will assume responsibility and put forth extraordinary effort

role modeling

a process by which we imitate the behavior of another person we admire who is in a particular role

servant leadership

approach defines the leaders role as serving the needs of others

informal leaders

are without a formal position of authority within the organization but demonstrate leadership by influencing others through personal forms of power

outcome-oriented cultures

as emphasizing achievement, results, and action as important values. A good example of an outcome-oriented culture may be the electronics retailer Best Buy.

Levels of Organizational Culture

assumptions, values, artifacts

Dimensions of Culture

attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, stability, innovation and risk taking

mentors

can be crucial to helping new employees adjust by teaching them the ropes of their jobs and how the company really operates.

detail-oriented

characterized in the OCP framework as emphasizing precision and attention to details. Such a culture gives a competitive advantage to companies in the hospitality industry by helping them differentiate themselves from others.

team oriented cultures

collaborative and emphasize cooperation among employees. For example, Southwest Airlines facilitates a team-oriented culture by cross-training its employees so that they are capable of helping one another when needed.

creating new symbols and stories

culture change effort may be increased by developing new rituals, symbols, and stories.

authentic leadership approach

embraces this value: its key advice is "be yourself."

democratic decision making

employees participate in the making of the decision.

innovated cultures

flexible and adaptable, and experiment with new ideas.

people oriented leader behaviors

include showing concern for employee feelings and treating employees with respect.

formal orientation program

indoctrinates new employees to the company culture, and introduces them to their new jobs and colleagues.

Traits associated with leadership

integrity, intelligence, extraversion, conscientious, open to experience, self-esteem

task oriented behaviors

involve structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase the performance of the group

Fiedler's Contingency Theory

leader's style is measured by a scale called Least Preferred Coworker (LPC) scale.

autocratic decision making

leaders make the decision alone without necessarily involving employees in the decision-making process.

changing leaders and other key players

leaders vision enfluences how things get done in organization

laissez faire decision making

leave employees alone to make the decision; the leader provides minimum guidance and involvement in the decision.

intelligence

mental quality consisting of the ability to learn from experience, solve problems, and use knowledge to adapt to new situations

Transformational Leadership

motivate employees by aligning employee goals with the leader's goals.

how are cultures created

n organization's culture is shaped as the organization faces and deals with external and internal challenges. When the organization's way of doing business provides a successful adaptation to environmental challenges and ensures success, those values are retained.

strong culture

one that is shared by organizational members—that is, a culture in which most employees in the organization show consensus regarding the values of the company.

Big 5 Personality Traits

openness, conscientiousness, extraversion, agreeableness, neuroticism

stable cultures

predictable, rule-oriented, and bureaucratic. When the environment is stable and certain, these cultures may help the organization to be effective by providing stable and constant levels of direction and output. These cultures prevent quick action and, as a result, may be a misfit to a changing and dynamic environment.

rituals

refer to repetitive activities within an organization that have symbolic meaning.

Organizatinal Culture

refers to a system of shared assumptions, values, and beliefs that indicate appropriate and inappropriate behavior within a given organization.

Situational Leadership

rgues that leaders must use different leadership styles depending on their followers' development level.

mission statement

taken seriously and widely communicated may provide insights into an organization's corporate culture.

low quality LMX relationships

the leader and the member have lower levels of trust, liking, and respect toward each other.

high-quality LMX relationships

the leader forms a trust-based relationship with the member

leader member exchange

theory proposes that the type of relationship leaders have with their followers (members of the organization) is the key to understanding how leaders influence employees.

aggressive cultures

value competitiveness and outperforming competitors. For example, Microsoft is often identified as a company with an aggressive culture.

people oriented cultures

value fairness, supportiveness, and respect for individual rights. In these organizations, there is a greater emphasis on and expectation of treating people with respect and dignity.