MGMT 363 - CH. 16

Newcomer Orientation

A common form of training during which new hires to learn more about the organization.

Creativity Culture

A specific culture type focused on fostering a creative atmosphere. Affects both the quantity and quality of creative ideas with in an organization.

Goals and Values

Adoption of the spoken and unspoken goals and values of the organization.

Fragmented Culture

An organizational culture type in which employees are distant and disconnected from one another.

Communal Culture

An organizational culture type in which employees are friendly to one another and all think alike.

Networked Culture

An organizational culture type in which employees are friendly to one another, but everyone thinks differently and does his or her own thing.

Mercenary Culture

An organizational culture type in which employees think alike but are not friendly to one another. "What's in it for me" environment

Attraction-Selection-Attrition (ASA)

Attracted employees to organization, select those with personality fit and misfits will weed themselves out.

Encounter Stage

Begins the day an employee starts work.

Symbols

Can be found throughout an organization, from its corporate logo to the images it places on its Web site to the uniforms its employees wear.

Stories

Consist of anecdotes, accounts, legends and myths that are passed down from cohort to cohort within an organization.

Solidarity

Degree to which group members think and act alike.

Countercultures

Exist when a subcultures' values do not match those of the organization.

Culture Strength

Exists when employees definitely agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consistent with those expectations (high intensity)

Ceremonies

Formal events, generally performed in front of an audience of organizational members.

Sociability

How friendly employees are to one another.

Physical Structures

Includes the organization's buildings and internal office designs.

Politics

Information regarding formal and informal work relationships and power structures within the organization.

History

Information regarding the organization's traditions, customs, myths and rituals.

Performance Proficiency

Knowledge of the roles required and the tasks involved in the job.

Observable Artifacts

Manifestations of an organizations culture that employees can easily see or talk about. Supply signal on how employees interpret to gauge how they should act during the workday.

Reality Shock

Mismatch of information that occurs when an employee finds that aspects of working at a company are not what the employee expected it to be. "Working at this company is not nearly what I expected it to be"

Understanding and Adaptation

Newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization.

Socialization

Primary process by which employees learn the social knowledge that enables them to understand and adapt to the organizations culture.

Anticipatory Stage

Prior to an employee spending one second on the job. Starts the moment employees hear the name of an organization.

Mentoring

Process by which a junior-level employee develops a deep and long-lasting relationship with a more senior-level employee within the organization.

Language

Reflects the jargon, slang, and slogans used within the walls of an organization.

DIversity Culture

Specific culture type focused on fostering or taking advantage of a diverse group of employees.

Safety Culture

Specific culture type focused on the safety of employees.

People

Successful and satisfying relationships with organizational members.

Basic Underlying Assumptions

Taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation.

Espoused Values

The beliefs, philosophies, and norms that a company explicitly states. Published documents, verbal statements made to employees by managers. "Core values of a company"

Rituals

The daily or weekly planned routines that occur in an organization.

Person-organization fit

The degree to which a person's personality and values match the culture of an organization.

Realistic job preview (RJP)

The process of ensuring that a potential employee understands both the positive and negative aspects of the potential job.

Organizational Culture

The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees.

Subcultures

Unite a smaller subset of the organization's employees. More likely to exist in large organizations.