ORGB CH 16

What does a culture do?-1

1. Holds and organization together by providing a sense of identity, which increases their commitment. 2. Provides employees with a way to interpret the meaning of org. events 3. Reinforces values of an org. (setting ethical tone) 4. Serves as a mechanism for controlling behavior 5. Liability

Creating and Maintaining Culture

1. Organizational socialization 2. Selection 3. Top Management

Elements of A Strong Culture

1. Widely shared understanding of what the firm stands for 2. Concern for individuals over rules 3. Recognition of Heroes 4. A belief in ritual and ceremony 5. A well-understood sense of informal rules and expectations 6. A belief that what employees and managers do is important and that it is important to share information and ideas.

Assumptions

Deeply held beliefs that guide behavior and tell members of an organization how to perceive situations and people.

Which of the following is involved in the last step of the process of changing the organizational culture of a firm?

It involves shaping the workforce to fit the intended culture of the organization

Identify a true statement about organizational culture.

It provides a sense of identity to members of an organization

Strong Culture Perspective

Organizations with strong cultures perform better than other organizations. Its a culture with a consensus on the values that drive the company and with an intensity that is recognizable even to outsiders.

Organizational (corporate) culture

Pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, and feel in the organization. Edgar Schein suggests that there are three levels: visible artifacts and creations, testable values, and invisible and preconscious basic assumptions.

In the context of the Kilmann-Saxton Culture-Gap Survey, which of the following areas is an example of long-term human orientation norms?

Personal freedom

Which of the following is an example of perception-shaping mechanisms?

Policies

______________ involve the expectations placed on newcomers in an organization.

Role demands

artifacts

Symbols of culture in the physical and social work environments.

Artifacts

Symbols of culture in the physical and social work environments. They are the most visible and accessible level of culture. They are the most frequently studied manifestation of organizational culture. Examples include personal enactment, ceremonies, stories, rituals, and symbols. Artifacts serve to reinforce the values that are the next level of culture.

Assumptions

The deeply held beliefs that guide behavior and tell members of an organization how to perceive situations and people. The deepest level of culture. Assumptions are so strong that a member behaving in a way that violates them is unthinkable. They are often unconscious.

Realism

The degree to which a newcomer holds realistic expectations about the job and organization.

anticipatory socialization

The first socialization stage, which encompasses all of the learning that takes place prior to the newcomer's first day on the job.

The focus of the Organizational Culture Inventory is on:

behaviors

Change and Acquisition

last stage of socialization Newcomers begin to master the demands of the job.

Organizational Socialization

process by which newcomers are transformed from outsiders to participating, effective members of an organization. Begins with the careful selection of newcomers who are likely to reinforce the organizational culture.

Enacted valuesq

values reflected in the way members actually behave

A retirement dinner is a good example of a rite of enhancement.

False

Symbols of organizational culture are called assumptions.

False

Organizational Culture Inventory

Focuses on behaviors that help employees fit into the organization and meet the expectations of coworkers. Uses Maslow's need heirarchy as its base, and measure twelve cultural styles. It's a self report instrument, and provides and individual assessment of culture and may be aggregated to the work group and to the organizational level.

Kilmann-Saxton Culture-Gap survey

Focuses on what actuallyu happends and on the expectations of others in the organization. AMeasures technical/human orientation and short term vs long term time. A self report assessment that may be aggregated to the work group.

Functions of Organizational Culture

Four basic functions. 1. Provide a sense of identity to members and increase their commitment to the organization. 2. Provide a way for employees to interpret the meaning of organizational events. 3. Reinforce the values of the organization. 4. Act as a control mechanismfor shaping behavior.

enacted values

Values reflected in the way individuals actually behave.

espoused values

What members of an organization say they value.

Espoused Values

What members say they value.

The fit perspective argues that:

a culture is good only if it fits an industry or a firm's strategy.

To be effective cultural tools, stories must:

be credible

Fit Perspective

A culture is good only if it fits the industry or the firm's strategy. Three characteristics affect culture: the competitive environment, customer requirements, and societal expectations. It's useful in explaining short term performance but not long term. f

Organizational Culture

A pattern of basic assumptions that are considered valid and taught to new members as the way to perceive, think, and feel in an organization

organizational (corporate) culture

A pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, and feel in the organization.

Stories

An artifact. As they are retold, they give meaning and identity to organizations and are helpful in orienting new employees. They allow listners to draw their own conclusions (this is a powerful communications tool). Joanne Martin's resarch found certain themes that appear in stories across different organizations: stories about the boss, stories about getting fired, stories about how the companhy deals with employees who have to relocate, whether lower level employees can rise to the top, how the company deals with crisis, and how status considerations work when rules are broken. To be effective cultural tools, they must be credible. They must also be motivational, and reinforce culture, creating renewed energy.

Symbols

An artifact. Communicate organizational culture through unspoken messages. They're representative of the organizational identity and membership to employees.

Ceremonies and Rites

An artifact. Relatively elaborate sets of activities that are repeatedly enacted on important occasions. These occasions provide opportutnities to reward and recognize employees whose behavior is congruent with the values of the company.

Rituals

An artifact. The everyday, repetitive, organizational practices, usually unwritten. They send a clear message about "the way we do things around here."

Personal Enactment

An artifact. When the behavior of an organization's members reflect the organization's value. In particular, personal enactment by the top managers provides insight to the organization's values. In this way , culture can be an important leadership tool, because managerial behavior can help clarify what is important and coordinate the work of employees in effect negating the need for close supervision.

adaptive culture

An organizational culture that encourages confidence and risk taking among employees, has leadership that produces change, and focuses on the changing needs of customers.

strong culture

An organizational culture with a consensus on the values that drive the company and with an intensity that is recognizable even to outsiders.

____________ are the most visible and accessible level of culture.

Artifacts

Why should organizations care about the culture they create?

Companies that value empowerment and continuous improvement have cultures that promote high product and service quality.

Which of the following is a type of congruence between an individual and an organization at the anticipatory socialization step in the socialization process?

Congruence between the individual's abilities and the demands of the job

Adaptation Perspective

Cultures that help organizations adapt to environmental change are associated with excellent performance. It encourages confidence and risk taking among employuees, has leadership that produces change, and focuses on the changing needs of customers.

Leader Role in Shaping and Reinforcuing culture

Egdar Schein: five crucial elements a leader uses to manage culture. 1. What leaders pay attention to 2. How leaders react to crises 3. How leaders behave 4. how leaders allocate rewards 5. how leaders fire and hire individuals

Anticipatory Scoialization

Encompasses all of the learning that takes place prior to the newcomer's first day on the job, including the newcomer's expectaions. There are two key concerns: realism and congruence.

Which of the following is a challenge to managers in their pursuit of positive, cohesive cultures?

Ethics

Which of the following statements is true of crisis management?

Leaders have different ways of dealing with a crisis

In the context of developing ethical organizational culture, which of the following statements is true?

Managers can encourage ethical behavior by communicating that rationalizations for unethical behavior are not tolerated.

_________________ are examples of the qualitative method of assessing organizational culture.

Observations

Organizational Socialization

The process by which newcomers are transformed from outsiders to participating, effective members of the organization

organizational socialization

The process by which newcomers are transformed from outsiders to participating, effective members of the organization.

Values

The second level of culture. They reflect a person's inherent beliefs of what should or should not be, often consciously articulated. Include espoused and enacted values. They are also reflected in the behavior of individuals (an artifact of culture); how a firm promotes and pulicizes its values (affect how workers feel about their jobs and themselves).

encounter

The second socialization stage, in which newcomers learn the tasks associated with the job, clarify their roles, and establish new relationships at work.

change and acquisition

The third socialization stage, in which the newcomer begins to master the demands of the job.

Triangulation

The use of multiple methods to measure organizational culture to improve inclusvvemess and accuracy in measujring organizagtional culture.

triangulation

The use of multiple methods to measure organizational culture.

Newcomers whose values match a company's values are more satisfied with their new jobs.

True

Stories that aren't backed by reality can lead to cynicism and mistrust.

True

Congruence

Two types: between the individual's abilities and the demands of the job, and the firt between the individual's values and the organization's values.

In which of the following stages of socialization do newcomers begin to master the demands of a job?

change and acquisition

An adaptive organizational culture is one that:

encourages confidence and risk taking among employees

The strong-culture perspective states that organizations with strong cultures:

facilitate performance

Even when behavior in an organization changes, the change is not sufficient for cultural change to occur because:

individuals may change their behavior but not the values that drive it.

Managers can encourage ethical behavior in an organization by:

promoting the philosophy that ethical behavior makes good business sense.

In the context of the current business environment, managers must focus on:

reinforcement of ethical behavior

Grievance hearings and the negotiation of union contracts are examples of:

rites of conflict reduction

encounter

second stage of socialization When newcomers learn the tasks associated with the job, clarify their roles, and establish new relationsships at work. They face task demands, role demands, and interpersonal demands during this period.

In Kotter and Heskett's study, compared to nonadaptive firms, adaptive firms:

showed significantly better long-term economic performance

The underlying dimensions of the Kilmann-Saxton Culture-Gap Survey are:

technical/human orientation and short-term versus long-term time

The use of multiple methods to measure organizational change is known as:

triangulation