MAN3240 Chapter 2

What are the Four Functions of Organizational Culture?

-Organizational Identity -Sense-Making Device -Collective Commitment -Social System Stability

What are the Characteristics of Organizational Culture?

-Passed on to new employees through the process of socialization -Influences our behavior at work -Operates at different levels

Organizational Culture is shaped by which four key components?

-The founders' values -The industry and business environment -The national culture -The senior leaders' vision and behavior

What does the three-phase model of Organizational Socialization consist of?

1. Anticipatory Socialization: Learning that occurs prior to joining the organization. Involves the information people learn about different careers, occupations, professions, and organizations. 2. Encounter: Values, skills, and attitudes start to shift as new recruit discovers what the organization is truly like and reconcile unmet expectations. Onboarding Programs help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, and culture and by clarifying work role expectations and responsibilities 3. Change and Acquisition: Requires employees to master important tasks and roles and to adjust to their work group's values and norms.

What are outcomes associated with Organizational Culture?

1. Clearly related to measures of organizational effectiveness. 2. Employees are more satisfied and committed to organizations with clan cultures. 3. Innovation and quality can be increased by building characteristics associated with clan, adhocracy, and market cultures into the organization. 4. Clearly related to measures of organizational effectiveness. Employees are more satisfied and committed to organizations with clan cultures. 5. Innovation and quality can be increased by building characteristics associated with clan, adhocracy, and market cultures into the organization.

What is the Process of Culture Change?

1. Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection and socialization. 2. The design of physical space, work environments, and buildings. 3. Slogans, language, acronyms, and sayings. 4. Deliberate role modeling, training programs, teaching and coaching by managers and supervisors. 5. Explicit rewards, status symbols (e.g., titles),and promotion criteria. 6. Stories, legends, and myths about key people and events. 7. The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control. 8. Leader reactions to critical incidents and organizational crises. 9. The workflow and organizational structure 10. Organizational systems and procedures. 11. Organizational goals and the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people.

What are the Layers of Organizational Culture?

1. Values: Concepts or beliefs that pertain to desirable end states, transcend situations, guide selection of behavior and are ordered by relative importance. 2. Espoused values: Represent the explicitly stated values and norms that are preferred by an organization. 3. Observable artifacts: Consist of the physical manifestation of an organization's culture. Acronyms, manner of dress, awards, myths and stories, published lists of values, observable rituals and ceremonies, special parking spaces, and decorations. 4. Enacted values: Represent the values and norms that actually are exhibited or converted into employee behavior. Based on observable behavior. 5. Basic assumptions: Constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior.

What is the Competing Values Framework?

A framework for categorizing organizational culture. this framework is based on two continuum's of organizational effectiveness. One axis pertains to whether an organization focuses its attention and efforts on internal dynamics and employee or outward toward its external environment and its customers and shareholders. The second axes shows an organization's preference for flexibility or control and stability. These axes create four types of organizational cultures that are based on different core values and criteria for assessing organizational effectiveness.

What is Organizational Culture?

A set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about and reacts to its various environments.

Fredhandbag Photography is a family-owned business. All of the employees are encouraged to speak up with any ideas to improve the business. What type of culture does this resemble? A. Clan B. Adhocracy C. Hierarchy D. Market

A. Clan.

The top management of Rock-Top Sports Equipment has clearly stated the values and norms that are preferred by Rock-Top. These are referred to as A. Espoused values. B. Under-the-surface artifacts. C. Enacted values. D. Basic assumptions.

A. Espoused values.

Army recruits must attend boot camp before they can work alongside established soldiers. This is an example of _________ socialization. A. Collective B. Individual C. Formal D. Disjunctive

C. Formal

Every month, Bombay Bazaar awards an "Employee of the Month" award to one employee and as a reward offers a $100 check and an assigned parking space with the employees' name for the month. This is an example of which of these? A. Basic underlying assumption B. Externally enacted values C. Observable artifacts D. Socialization

C. Observable artifacts.

Amy recently started a new job. Everyone she interviewed with seemed very personable and easy-going. She was quite surprised when during her first week on the job she witnessed a loud and argumentative confrontation in the hallway between two of her coworkers. People seem so different than the way she expected them to be. Amy is in which stage of the socialization process? A. Change and acquisition B. Anticipatory socialization C. Adaptive D. Encounter

D. Encounter

Troy received a job offer straight out of college and moved to Omaha, Nebraska a year ago. He has been introduced to numerous people in his workplace, his community, and his church. Although it's nice to see a familiar face, he doesn't see them too often and feels like he doesn't know them very well. Which type of developmental network best describes Troy's situation? A. Counseling B. Receptive C. Traditional D. Opportunistic

D. Opportunistic

What does Diversity of Developmental Relationships mean? What are the two sub-components?

Reflects the variety of people in a network used for developmental assistance. Two sub-components: -Number of different people the person is networked with -Various social systems from which the networked relationships stem

What is Organizational Socialization?

Process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization.

What does the Competing Values Framework consist of?

The first is the clan culture. This culture is characterized has having an internal focus and valuing flexibility. This type of organization encourages collaboration between employees and is committed to having a cohesive work group and high job satisfaction. The adhocracy culture has an external focus and values flexibility. This type of culture fosters creation of innovative products and services by being adaptable, creative, and fast to respond to changes in the market place. Centralized power and authority would not be effective structures in an adhocracy. These organizations promote creativity, innovation, and knowledge sharing. The market culture has a strong external focus and values stability and control. This type of culture focuses on the customer over employee development and satisfaction because the goal of managers is to drive towards productivity, profits, and customer satisfaction. This culture rewards employees who deliver results. The hierarchy culture has an internal focus and a formalized, structured work environment. It will tend to have reliable internal processes and control mechanisms (e.g., Dell whose focus is on cost-cutting and efficiency.)

What is Mentoring?

The process of forming and maintaining developmental relationships between a mentor and a junior person.

True or False: A developer's willingness to provide career and psycho-social assistance is a function of the protégé's ability, potential, and the quality of the interpersonal relationship.

True.

True or False: Organizational members teach each other about the organization's preferred values, beliefs, expectations, and behaviors.

True.

True or False: Job and career satisfaction are likely to be influenced by the consistency between an individual's career goals and the type of developmental network at his disposal.

True. People with an entrepreneurial developmental network are more likely to experience change in their careers and to benefit from personal learning than people with receptive, traditional, and opportunistic networks.