chapter 4 - test 2

historical

1/3 part of cultural penetration - how long has the culture been this way? just because it was one way once does not mean it will always be that way; EX: UNCC being a commuter campus

sociological

1/3 part of cultural penetration - what do these people have in common?

psychological

1/3 part of cultural penetration - what does the culture mean? what is the meaning, the lesson, how would you describe the culture in a nutshell? who think the same why? EX: what's it like to go to UNCC?

simple form, lean staff

1/8 themes of Peters and Waterman's excellent culture (prescriptive) - excellent organizations avoid complex structures and divisions of labor

autonomy and entrepreneurship

1/8 themes of Peters and Waterman's excellent culture (prescriptive) - excellent organizations encourage employees to take risks in the development of new ideas

productivity through people

1/8 themes of Peters and Waterman's excellent culture (prescriptive) - excellent organizations encourage positive and respectful relationships among management and employees

simultaneous loose-tight properties

1/8 themes of Peters and Waterman's excellent culture (prescriptive) - excellent organizations exhibit both unity of purpose and the diversity necessary for innovation

close relations to the customer

1/8 themes of Peters and Waterman's excellent culture (prescriptive) - excellent organizations gear decisions and actions to the needs of customers

hands-on, value-driven

1/8 themes of Peters and Waterman's excellent culture (prescriptive) - excellent organizations have employees and managers who share the same core value of productivity and performance

a bias for action

1/8 themes of Peters and Waterman's excellent culture (prescriptive) - excellent organizations react quickly and do not spend excess time planning and analyzing

stick to the knitting

1/8 themes of Peters and Waterman's excellent culture (prescriptive) - excellent organizations stay focused on what they do best and avoid radical diversification

key aspects of descriptive culture

cultures are complicated (wearing a UNC shirt on UNCC's campus); cultures are emergent; cultures are not unitary

Edger Schein

descriptive theorist - model of culture has layers; peel it like a onion - includes the layers of artifacts, espoused values, and basic assumptions

cultural penetration

includes psychological, sociological, and historical

organizational culture is not unitary

key aspect of descriptive - cultures are characterized by multiple subcultures that co-exist in harmony, conflict, or indifference; inconsistencies are almost expected/desired; can emerge from personal contact or demographic similarity; can also represent a difference in power and interests

organizational culture is emergent

key aspect of descriptive - cultures are socially created through the interaction of organizational members; communication is constitutive of culture; includes cultural performances

problems with prescriptive culture

naive to assume that there is a single cultural formula for achieving organizational success AND this approach treats culture as a thing that an organization has

descriptive culture

organizations ARE cultures - the emerging and sometimes fragmented values, practices, narratives, and artifacts that make a particular organization what it is - management cannot control it; organizations are a collection of cultures and sub-cultures; might have some things in common but also might have some things not in common; culture is constantly changing

rites and rituals

part of Deal and Kennedy's strong culture - ceremonies and celebrations to reinforce culture; experiencing something collectively, a rite of passage, celebrations

cultural network

part of Deal and Kennedy's strong culture - communication channels use to reinforce culture message/values; newsletters, meetings, orientation sessions; informal and formal

values

part of Deal and Kennedy's strong culture - establish coherent beliefs/vision; binding us together, not just a job description

heroes

part of Deal and Kennedy's strong culture - individuals who exemplify an organization's values; point out "model" employees; attitude, figuring out what it means to be a good member, "employee of the month," aspiring to be like another employee, good organizations should be able to point these people out

basic assumptions

part of Schein's descriptive culture - center-most layer; paradigmatic ideas that might serve to either unit or divide an organizational culture; world view (change is good); why they do what they do; not just what they claim but what they believe

espoused values

part of Schein's descriptive culture - middle layer; goals/standards (participation) of individuals and group

artifacts

part of Schein's descriptive culture - outer-most layer; visible aspects (dress, documents)

Peters and Waterman

prescriptive theorists for excellent culture - book: In Search of Excellence; studied excellent or high-performing companies (models for other organizations to follow); includes 8 culture themes that can be adapted to any organization (emphasizes the importance of people, includes bureaucratic structure and value)

Deal and Kennedy

prescriptive theorists for strong culture - culture is a way to organize/manage people if you follow these rules and principles; will create a better place for individuals to work and will improve individual and organizational performance; includes values, heroes, rites and rituals, and cultural network

prescriptive culture

something organizations HAVE - management can control the culture; best way to manage is to create a productive culture; assumes culture is widespread/stable