chapter #16 OB

encounter stage

typically occurs when the employee begins work the process of comparing what information they get from actually being there to their image begins

ASA framework

(Attraction-Selection-Attrition) - potential employees will be attracted to organizations whose cultures match their own personality organizations will select candidates based on whether their personalities fit the culture people who still don't fit will either be unhappy or ineffective when working in the organization. The positive is that it recruits and retains organizational members that buy into the culture, further strengthening and reinforcing the culture The bad thing is homogenization - everybody is the same, making it difficult for the organization to respond to environmental changes

two processes help keep the culture strong

ASA framework and socialization

the term organizational culture has a number of facets

Culture is social knowledge, learned through interactions among employees Culture is shared, meaning everyone has a basic consensus of how things are Culture guides attitudes and behavior through the rules, norms, and values

advantages of a strong culture

Differentiates the organization from others Allows employees to identify themselves with the organization Facilitates desired behaviors among employees Creates stability within the organization

disadvantages of a strong culture

Makes merging with another organization more difficult Attracts and retains similar kinds of employees, thereby limiting diversity of thought Can be "too much of a good thing" if it creates extreme behaviors among employees Makes adapting to the environment more difficult

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Weak organizational cultures open opportunities for subcultures and countercultures (subcultures that don't agree with the main culture).

mergers and acquisitions

When two companies merge, usually one of the cultures is selected. This causes some issues to the part of the organization that has to change

socialization happens in stages

anticipatory stage encounter stage understanding and adaptation

anticipatory stage

begins before someone is hired; its the formation of an image of the organization potential employee develops an image of what it must be like to work for a given company

five examples of specific culture types

customer service culture safety culture diversity culture sustainability culture creativity culture

three components of organizational culture

espoused values basic underlying assumptions observable artifacts

four basic culture types

fragmented mercenary networked communal

networked culture (tend to be creative oriented cultures)

high sociability / low solidarity employees like each other but do their own thing

communal cultures

high sociability and high solidarity everyone thinks alike

observable artifacts

includes symbols, physical structures, language, stories, rituals, and ceremonies that are easy to see and talk about This is the primary way to transmit culture to organizational employees

person-organization fit

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

culture strength

is the degree to which employees agree with what is supposed to happen (consensus) and their behaviors are consistent with those beliefs (intensity)

two main drivers of culture change

leadership changes mergers and acquisition Leadership changes are the typical catalyst for culture change

mercenary culture

low sociability / high solidarity employees think alike but aren't necessarily friendly to each other Represents a 'what's in it for me" culture; highly political

fragmented culture

low sociability / low solidarity employees are distant and disconnected from each other

understanding and adaptation

newcomers learn the content areas of socialization and begin to internalize the norms and behaviors. In this last stage the employee is changing

reality shock

occurs when there is a mismatch of the image and new information

organizational culture

psychologists call it organizational climate the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees

person-organization fit has a _____ effect on organizational commitment

strong positive

Basic underlying assumptions

the beliefs that are so ingrained that employees simply act on them without thinking This aspect is the most difficult to observe and the most difficult to change

espoused values

the beliefs, philosophies, and norms that the company explicitly states. This includes published documents such as mission and vision statements as well as verbal statements made by executives and managers Espoused values are not the same as enacted values; espoused is what they say, enacted is what they do; hopefully these are aligned

sociability

the degree to which org members are friendly to one another

solidarity

the degree to which org members think alike

diversity culture

the focus is on inclusion and diversity to build and maintain competitive advantage

creativity culture

the focus is on new ideas and innovation

safety culture

the focus is on safe behaviors

customer service culture

the focus is on service quality

sustainability culture

the focus is on social good and corporate social responsibility

socialization

the primary method of transmitting the social knowledge to employees in the organization It begins at hire and ends only at termination

cultures can be

weak or strong Weak cultures have low consensus and low intensity Strong cultures have high consensus and high intensity

person-organization fit has a ______ effect on job performance

weak positive