Management 4030 Ch. 2

2. Adhocracy culture

-external focus -values flexibility -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 -promote creativity, innovation, and knowledge share

4. hierarchy culture

-internal focus -formalized, structured work environment -reliable internal processes and control mechanisms (ex.) Dell whose focus is on cost-cutting and efficiency)

1. Clan culture

-internal focus -values flexibility -encourages collaboration between employees -committed to having a cohesive work group and high job satisfaction

psychological functions

-role modeling -acceptance-and-confirmation -counseling -friendship

career functions

-sponsorship -exposure-and-visibility -coaching -protection -challenging assignments

3. market culutre

-strong external focus -values stability and control -focuses on the customer over employee development and satisfaction bc the goal of managers is to drive towards productivity, profits, and customer satisfaction . -rewards employees who deliver results

3 characteristics of OC

1) It is passed on to new employees through the process of socialization 2) influences our behavior at work 3) operates at different levels.

Process of cultural change:

organizational members teach each other about the organization's preferred values, beliefs, expectations , and behaviors.

(4) 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. Social system stability

reflects the extent to which the work environment is perceived as positive and reinforcing, and the extent to which conflict and change are effectively managed... ex.) Southwest is noted for its philosophy on having fun, having parties, and celebrating. each city in which the firm operates is given a budget for parties. they also give performance-based awards and service awards to reinforce employees.

Developmental relationship strength

reflects the quality of relationships among an individual and those involved in his or her developmental network. Strong ties- relationships based on frequent interactions, reciprocity, and positive affect. Weak ties- superficial relationships.

Diversity of developmental relationships

reflects the variety of people within the network an individual uses for developmental assistance. Number of people and social systems.

Espoused values

represent the explicitly stated values and norms that are preferred by an organization

Enacted values

represent the values and norms that actually are exhibited or converted into employee behavior. based on observable behavior. *core

Organizational Culture

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.

3. Change and Acquisition

the phase that requires employees to master important tasks and roles and to adjust to their work group's values and norms.

organizational socialization

the process by which a person learns the values, norms, and required behaviors which permit him as a member of the organization

mentoring

the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person.

3. entrepreneurial

the strongest type of developmental network, is made up of strong ties among several developers who come form four different social systems.

The 3 layers of organizational culture are:

1. Observable artifacts 2. Values 3. Basic assumptions

4. opportunistic

associated with having weak ties with multiple developers from different social systems.

4 key personal implications of developmental networks

1. Your job and career satisfaction are likely to be influenced by the consistency between your career goals and the type of developmental network at your disposal. 2. A developer's willingness to provide career and psychosocial assistance is a function of the protégé or protégée's ability, potential, and the quality of the interpersonal relationship. The quality of the mentoring relationship is likely to be higher when the parties have common values and personality characteristics. 3. It is important to become proficient in using social networking tools such as twitter, Facebook, LinkedIn. 4. You should develop a mentoring plan. It reduces employee turnover and increases productivity.

3 (4) phases of of socialization

1. anticipatory socialization 2. encounter 3. change and acquisition (4) Onboarding

functions of mentoring

1. career functions 2. psychological functions

4 functions of organizational culture

1. organizational identity 2. collective commitment 3. social system stability 4. sense-making device

4 Developmental networks?

1. receptive 2. traditional 2. entrepreneurial 4. opportunistic

The Competing Values Framework (CVF)

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. the second axis shows an organization's preference for flexibility or control and stability. these axes create four types of organizational culture that are based on different core values and criteria for assessing organizational effectiveness.

2. Values

Concepts or beliefs that pertain to desirable end-states or behaviors, transcend situations, guide selection of behavior and are ordered by relative importance.

1. receptive

a developmental network is composed of a few weak ties from one social system such as an employer or a professional association. 2 developers who come from one social system.

Mechanisms of cultural change (know 2-3)

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

2. Encounter

begins when the employment contract has been signed. Employees come to learn what the organization is really like. Many companies use a combination of orientation and training programs to socialize employees during this process.

1. Observable Artifacts

consists 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.

3. Basic assumptions

constitute organizational values that have become so taken for granted over-time that they become assumptions that guide organizational behavior.

2. traditional

contains a few strong ties between an employee and developers that all come form one social system.

1. Organizational Identity

ex.) Southwest Airlines is known as a fun place to work that values employee satisfaction and customer loyalty over corporate profits.

2. Collective Commitment

ex.) the mission of Southwest Airlines is dedicated to the highest level of customer service. their employees are dedicated to this and because of that they have the fewest complaints per customer.

4. Sense-making device

helps employees understand why the organization does what it does and how it intends to accomplish its long-term goals...ex.) Southwest Airlines views their competition as not only being other airlines but also ground transportation such as Greyhound buses. Employees come to understand why the vision is to be the best primary short-haul, low-fare, point to point carrier in the US. They know they must achieve exceptional performance, such as turning a plane in 20 minutes, because they must keep the costs down in order to compete with greyhound

1. Anticipatory socialization

occurs before an individual actually joins an organization. It is represented by the information people have learned about different careers, occupations, professions, and organizations. The information comes from many sources, but a powerful source are the organization's current employees. Also, the internet and social media.