OB chapter 3

organizational culture
shared values and beliefs that underlie a company’s identity
process by which employees learn an organization’s values, norms, and required behaviors.
3 fundamental layers of organizational culture
observable facts, exposed values, enacted values, basic assumptions
observable facts
Consists of the physical manifestation of an org’s culture, like manner of dress, awards, observable rituals and ceremonies, special parking places, employee of the month.
espoused values
the stated values and norms that are preferred by an org. CRS, open mindedness.
Enacted values
the values and norms that are exhibited by employees.
Basic assumptions
constitute organizational values that have become so taken for granted over time that they become assumptions that guide org behavior. Car companies calling you if something is wrong with your car.
4 functions of organizational culture
Give members an organizational identity. Facilitate collective commitment to company objectives. Promote social system stability. Shape behavior.
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.
meeting humanity’s needs without harming the future generations
PE Fit
extent to which personal characteristics match those from a work environment
competing values framework
provides a practical way for managers to understand, measure, and change organizational culture. one axis pertains to whether an organization focuses its attention and efforts on internal dynamics and employees or toward its external environment and its customers and shareholders.
clan culture
a culture that has an internal focus and values flexibility rather than stability and control. It resembles in which effectiveness is achieved by encouraging collaboration between employees.
adhocracy culture
a culture that has an external focus and values flexibility. Fosters the creation of innovative products and services. They also encourage employees to take risks, think outside the box, and experiment with new ways of getting things done.
Market culture.
a culture that has a strong external focus and values stability and control. Customers, and profits take precedence over employee development and satisfaction. The major goal of managers is productivity, profits, and customer satisfaction.
hierarchy culture
a culture that has internal focus and values stability over flexibility. Control is the driving force, which produces a more formalized and structured work environment.
long term goal describing what an org. wants to become.
strategic plan
a long term plan outlining actions needed to achieve desired results.
Edgar Schien
notes that changing organizational culture involves a teaching process. That is, organizational members teach each other about the organization’s preferred values, beliefs, norms, expectations, and behaviors by socialization. pg 74
anticipatory socialization phase
occurs before an individual joins an org. and involves the information people learn about different careers, occupations, professions, and organizations.
realistic job preview
presents both positive and negative aspects of a job.
Encounter phase
employees learn what the org. is really like and reconcile unmet expectations.
programs aimes at helping employees integrate, assimilate, and transition to new jobs.
change and acquisition phase
requires employees to master tasks and roles and to adjust to work group values and norms
process of forming and maintaining developmental relationship between a mentor and junior person. wise and trusted counselor in greek mythology.
diversity of developmental relationships
the variety of people in a network used for developmental assistance
developmental rleaitnoship strength
the quality of relationships among people in a networl
5 career functions that enhance career development
sponsorship, exposure and visibility, coaching, protection, and challenging assignments.
4 psychosocail fucntions
role modeling, acceptance and confirmation, counseling, and friendship.
OSAR model
we act based in the way the social system is observed. Thus, we obtain the results according to our actions.
elastic change
produces short term changes that do not last long
real changes
transform people for good producing better observers and individuals that learn by themselves.