Management Ch. 7 - Organizational Culture

collectivism

a more closely knit social framework where organizations and people look out for each other. US and Canada are individualistic and Asian/South American countries are collective.

cultural values

collective beliefs ideals and feelings of members about things that are good, proper, valuable, rational, right

femininity

culture values relationship-oriented traits such as supportiveness, empathy and friendships.

organizational climate

Characteristics that are temporary and capable of being changed

internal integration

Integration concerned with establishing and maintaining effective working relationships among the members of an organization

organizational myths

Stories not supported by facts, but directionally consistent with the values and beliefs of the organization

organizational culture

Organizational rules and beliefs that are relatively enduring and resistant to change

shared norms

Situation-specific rules that are often not directly visible but can be inferred from the organization's artifacts

cultural artifacts

Tangible aspects of culture—the behaviors, language, and physical symbols—that we can perceive with our senses and that reflect the rules and core beliefs of the organization's culture

power distance

The acceptability of power differentials within a society. Cultures with high power distance accept power inequality. Low power distance expect equality

uncertainty avoidance

The degree of tolerance people have for ambiguity and whether they feel threatened by uncertain situations

shared assumptions

beliefs about reality and human nature that are taken for granted and deeply embedded in the way we understand and interpret daily life

business decencies

deliberate actions members may perform to contribute to the culture of an organization such as writing thank you notes, giving praise in public and talking to receptionists

individualism

individualistic cultures prefer a loosely knit social network where people care for themselves and act as individuals

rites and ceremonies

special events that recognize organizational members.

external adaptation

the way an organization secures its place in industry and the way it copes with a constantly changing external environment

Masculinity

traditional gender roles and feminine cultures don't. Masculine culture values performance oriented such as assertiveness, success, competition