MGT 4620 Beus Ch 16

Fixed vs. variable (socialization)

- 6 months, your newcomer period will be over - based on individual need

Organizational climate

Shared perceptions of a group or organization's priorities, expectations

Values (culture level): mid

The basis of the organizations culture; core of the culture example: what motivates people

Stronger when consequences of errors are more severe (ex: plant, hospital)

Under what conditions HIERARCHY cultures likely to have the strongest effects on performance?

Organizational culture

a system of shared meaning held by organization members i.e., an organization's "personality"

Amazon

can argue adhocracy, market, and hierarchy culture

Investiture vs. divestiture (socialization)

- accept the newcomer as they are; you have these talents and abilities and we want you to embrace them and use them - we want to you adapt to what the company is and not stray from it

Formal vs. informal (socialization)

- do you have set things, new comer orientation or training that people go through, or they are assigned a formal mentor - figuring it out as you go; you don't necessarily sit down and they tell you how it goes; but it happens more organically

Individual vs. collective (socialization)

- one-on-one mentor - group training

1. Internal (employees,processes) vs. external (organization as a whole) focus 2. Emphasis on flexibility vs. control

2 dimensions of CVF:

1. Surface-level: Artifacts 2. Mid-level: Values 3. Deep level: Underlying assumptions

3 levels of culture:

1. Clan 2. Adhocracy 3. Market 4. Hierarchy

4 culture/climate types from CVF:

1. Formal vs. informal 2. Individual vs. collective 3. Fixed vs. variable 4. Investiture vs. divestiture

4 types of socialization:

Underlying assumptions (culture level): deep

Deepest part - taken for granted; people within the organization most likely could not tell you what this is example: values that have been around for so long that they are embedded into the culture and people don't realize them

Culture/climate work-fit

Degree of compatibility between a climate/culture and the core work responsibilities of those within the group more compatible = more performance

1. Leadership (founder, top management, direct supervisors) 2. Employee Selection (Attraction-Selection-Attrition framework) 3. Socialization

How are cultures formed?

1. Leadership changes - 2. Changes in strategies, policies: going from clan to adhocracy would change culture 3. Workforce changes (ex: mergers, acquisitions, layoffs, changes in hiring, changes in socialization) - change the people then chaining the culture, different people different values

How can cultures be changed?

Climate is the observable manifestation of culture

How is climate related to culture?

Competing Values Framework (CVF)

How to compare values Takes dimensions and you can compare and contrast values based on this chart

Artifacts (culture level): surface

Observable things in an environment; what you see and experience when working in the organization ex: building, outfits of people, how people communicate, behavior, norms, rituals, stories, language, environmental features/objects, etc.

Attraction-Selection-Attrition Framework

Similar people apply to the same companies and are then hired by someone who is similar to them, therefore the company is made up of homogeneity and has shared perception Attrition- people leave because they aren't the same as the culture; realize lack of fit (when those people leave it only leads to a more homogeneous culture)

Stronger for less structured work

Under what conditions are ADHOCRACY cultures likely to have the strongest effects on performance?

Stronger for customer service-oriented work (need happy people to be ab

Under what conditions are CLAN cultures likely to have the strongest effects on performance?

Stronger with more inherently competitive work (ex: sales, financial services industry)

Under what conditions are MARKET cultures likely to have the strongest effects on performance?

Market (CVF climate type)

Values: achievement, competition, productivity Climate manifestation: clear performance goals, task-focus ex: market share, profitable can be suitable for sales

Clan (CVF climate type)

Values: affiliation, support, individual development Climate manifestation: teamwork, involvement, fairness strongest for customer service work

Adhocracy (CVF climate type)

Values: growth, flexibility, innovation, autonomy Climate manifestation: creativity, risk-taking, adaptability maybe suitable for advertising

Hierarchy (CVF climate type)

Values: internal stability, predictability, consistency Climate manifestation: rule-following, routinization, efficiency ex: quality, safety, ethics best for engineering where mistakes have consequences

Strong culture = more shared meaning Weak culture = less shared meaning **strength does not mean higher favorability (ex: Wells Fargo)

What does it mean for a culture to be strong/weak?

strong culture

a culture in which the core values are intensely held and widely shared

dominant culture

a culture that expresses the core values that are shared by a majority of the organization's members

Organizational Climate

the shared perceptions organizational members have about their organization and work environment -Ex: working with someone whose positive attitude inspired you to do your best, or a lackluster team that drained your motivation

Subculture

the values and related behaviors of a group that distinguish its members from the larger culture; a world within a world