organizational culture

• a common perception held by the organization's members
• a system of shared meaning

organizational culture characteristics

In every organization people talk alot (of) shit

• Innovation and risk taking
• Attention to detail
• Outcome orientation
• People Orientation
• Team Orientation
• Aggressiveness
• Stability (vs. growth)

dominant culture

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

core values

primary or dominant values that are accepted thoughout the organization

strong culture

organization's core values are both intensely held and widely shared

subcultures

minicultures within an organization

climate psych

atmosphere regarding safety, customer service, diversity, and performance

high formalization vs strong culture

high formal: creates predictability, orderliness, and consistency

strong culture: achieves the same end without need for written document

culture's functions

• social glue that help org stay together
• conveys sense of identity for org members
• facilitates the generation of commitment to something larger than one's individual self-interest
• enhances social system stability
• serves as a "sense making" and control mechanism that guides and shapes attitudes and behaviors

advantage to culture functions

when formal authority and control systems are reduced, employees show greater allegiance to their teams than the organization as a whole

organizational climate

shared perceptions organizational members have about their org and work environment

*climate--everyone person in tucson will have the same climate/weather

culture as a liability

Can Dee Apple

barrier to change/innovation

barrier to diversity

barrier to acquisition

barrier to change/innovation

when shared values are not in agreement with those that further the organization's effectiveness

barrier to diversity

hiring new employees who differ from the majority creates a paradox

*mgmt wants to demonstrate support for the differences these employees bring to workplace but newcomers who wish to fit in must accept the org's core cultural values

barrier to acquisition

primary cause of failure is conflicting organizational cultures

3 ways for culture creation

1) founders hire and keep only employees who think and feel the same way they do bid day 

2) they indoctrinate and socialize these employees to their way of thinking and feeling

pledgeship

3) the founder's own behavior encourages employees to identify with them and internalize their beliefs, values an assumptions

initation

sustaining a culture

Save the soy

• selection
• top management
• socialization

socialization stages

Pregame every Monday

• prearrival
• encouter
• metamorphosis

prearrival stage

period of learning that occurs before a new employee joins the org

encounter stage

the degree to which the aspiring member has correctly anticipated the expectations and desires of those in the org in charge of selection

metamorphosis stage

new employee changes and adjusts to job or workgroup 

impact of socialization process 

has an impact on the new employee's work productivity commitment to the org objectives and eventual decision of staying with the org

selection

allows employer or applicant to avoid a mismatch and sustaining an org culture by selecting those who might attack or undermine its core values

top management

senior execs establish norms that filter through the org 

socialization

process that adapts employees to the org culture

instituation practices

formal, collective, sequential, fixed, serial socialization programs and emphasize divestiture

divestiture: sale by a company of a product line subsidary or a division

individual practices

programs that are informal, individual, random, variable, and disjunctive, and emphasize investiture

investiture: action of formally investing a with honors

**high levels encourage person-org fit and high levels of commitment whereas individual practices produce more role innovation

rituals

repetitive sequences of activites that express and reinforce the key values of the org

material symbols

what conveys to employees who is important and what kinds of behaviors are appropriate

like code of conduct

creating an ethical organizational culture

• be visible role model 
• communicate ethical expectations
• provide ethical training
• reward ethical acts and punish unethical acts
• provide protective mechanisms

positive organizational culture

emphasizes building on employee strengths (rewards more than it punishes) and emphasizes individual vitality and growth

managerial actions for creating a customer-responsive culture

• select new employees with personality and attitudes consistent with high service orientation
• train and socialize current employees to be more customer focused
• change organizational structure to give employees more control

workplace spirituality

recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community

why you should grow interests in spirituality

• as a couterbalance to the pressures and stress of a turbulent pace of life
• people look for anchors to replace formalized religion
• people question the meaning of work 
• desire to intergrate personal life values with one's professional life
• people are finding that more material possessions are leaving them feeling unfufilled

cultural characteristics in spritual organization

• strong sense of purpose
• trust and respect
• toleration of employee expression
• humanistic work practices

culture is extremely resistant to change

• talk in low tone of voice
• speak slowly
• listen more
• avoid discussions of religion and politics

KSA

typical job description set up

• Knowledge
• Skills
• Abilities

selection process in organization

• initial selection--application forms, background checks
• substantive selection--written tests, performance tests, interviews
• contingent selection-- final check with drug tests, background check

how job analysis is done

use sources of information like:

• written material: employee handbook/company website
• direct observation: expensive
• interviews: with SME's
• structured questionaires: cheap and easy

SME's

subject matter experts

people who are experts on the job

selection methods

• references
• performance-stimulation tests
• physical tests
• written tests
• drug tests
• interviews

references

• reference checks
• typically false info
• previous employers typically use ceiling effect

ceiling effect: references typicaly only say positive things to be safe

performance-stimulation tests

work sample tests: hands on stimulation of part or all of the work that applicants for routine jobs must perform

*makes applicant do a balance sheet or tell you some ideas on the spot

assessment centers: evaluates a candidate's managerial potential

physical tests

make them lift something heavy or run a mile

*have legals issues so DO NOT do it

women and disabled people will sue you

written tests

• intelligent or ability tests
• personality tests (do not use to hire people)
• integrity tests (stupid yes/no answers)
• interest inventories

types of interviews

• unstructured: short, casual, and made up of random question
• structured: exact same questions are presented in the exact same order
• behavioral structured: require applicant to describe how they handled specific problems and situations in previous jobs

interview protocol

list of questions that every person being interviewed will be asked

types of training

boys train people indoors

• basic literally skills
• technical skills
• problem solving skills
• interpersonal skills

training analysis

• organizational: what is the support for this? what are the sources?
• person: who will participate in this training?
• task: what tasks people do in their jobs. how will people use this training in their job? 

training methods

informal

on-the-job

off-the-job

*presentation mediums

*hands-on techniques

*group building exercises

*e-training

informal training

unstructured, unplanned, and easily adapted to situations and individuals

on-the-job training

include job rotation, apprenticeships, understudy assignments, and formal mentoring programs

off-the-job

live classroom lectures, videotapes, public seminars, self study programs, internet courses, satellite-banned tv classes and group activites that use role-plays and case studies

e-training: advantages/disadvantages

advantages: increases flexibility, fast and efficient

disadvantages: expensive to design self-paced online material, employees miss social interactions, online learners are more susceptible to distractions, "clicking through"  causing no assurance they are learning

training delivery tips

• describe training objectives
• use employees' experiences
• give opportunites to practice skills
• provide feedback

behavior that constitutes performance at work

the children cry

• task performance
• citizenship
• counterproductivity

task performance

performind duties and responsibilities

citizenship

actions that contribute to the psychological envionment of the organization

counter-productivity

actions that actively damage the organization

purpose of performance evaluations

• human resource decision
• identify training and development needs
• pinpoint employee skills and competencies
• provide feedback to employees
• basis for reward allocation

evaluation criteria/outcomes

individual task outcomes

behaviors

traits (weakest criteria)

methods of performance evaluation

• written essays
• critical incidents
• graphing rating scales
• behaviorally anchored rating scales (BARS)
• forced comparison

critical incidents

evaluating the behaviors that are key in making the difference between executing a job effectively and executing it ineffectively

graphing rating scales

evaluator rates performance factors on an incremental scale

behaviorally anchored rating scales (BARS)

appraiser rates the employees based on items along a continuum, but points are examples of actual behavior on the given job rather than general descriptions or traits

forced comparison

evaluate one individual's performance against anothers or others

group order ranking: places employees into a particular classification

individual ranking: rank-orders employees from best to worst

why managers are reluctant to feedback

• uncomfortable to discuss performance weaknesses directly
• employees become defensive
• employees tend to have inflated assessment of their own performance

solutions for improving feedback

• train managers in giving effective feedback "gas gauge analogy"
• use performance review as coaching/mentoring activity rather than judgement process

improving performance evaluations

• use multiple evaluators to overcome rater biases
• evaluate selectively based on evaluator competence
• train evaluators to improve accuracy
• provide employee due process

due process system feautures

• individuals are provided with adequate notice of what is expected of them
• all evidence related is aired in a fair hearing so individuals affected can respond
• final decision is based on the evidence and free of bias

work life conflicts

org should spend less effort helping employees with time-management issues and more helping them clearly segment their lives

work life based strategies

• time based
• information based
• money based
• direct based
• culture-change based

time based strategies

• flextime
• job sharing
• leave for new parents
• transportation
• telecommunicating
• paid time off for community service

information based strategies

• work/life support
• relocation assistance
• eldercare resources
• counseling

money based strategies

• insurance subsidies
• flexible benefits
• adoption assistance
• discounts for child-care tuition
• direct financial assistance
• domestic partner benefits
• scholarship, tuition reimbursement

direct services strategies

• on-site child care
• fitness center
• summer child care
• on-site conveniences
• concierge service
• free or discounted company product

culture change strategies

• establishing work-life balanced culture
• training managers to deal with work/life conflicts
• tie managers pay to employee satisfaction
• focus on employes actual performance, not "face time"

360 degree evaluations

primary objective is to pool feedback from all employee's customers

cultural dimensions of performance evaluation

• individualism (formal)/ collectivism(informal)
• person's relationship to the enviroment
• time orientation
• focus on responsibility

forces that stimulate change

• changing nature of the workforce--more cultural diversity
• technology
• economic shocks
• competition
• social trends
• world politics

change

planned change

change agents

sources of resistance to change

• individual: habit, security, economic factors
• organizational: stuctural inertia, limited focus of change, threat to expertise

forms of resistance for change

overt and immediate--voicing complaints, engaging in job actions

implicit and deferred--loss of employee loyalty motivation, increased errors or mistakes, increased absenteeism

factors that help change agents deal with resistance to change

• education and communication
• participation
• building support and commitment
• develop positive relationships
• implementing changes fairly
• manipulation and cooptation
• selecting people who accept change
• coercion

manipulation

cooptation

coercion

Lewin's three step model

1. unfreezing
2. movement
3. refreezing

unfreezing

changing to overcome the pressures of both individual resistance and group conformity

driving forces can be increased

restraining forces can be decrease

driving forces

restraining forces

movement

refreezing

Kotter's 8-step plan for implementing change

1. create a sense of urgencing
2. forming a guiding coalition
3. create a vision
4. communicate the vision
5. empower other to act on the vision
6. create quick wins
7. build on the change
8. institutionalize the change

action research

5 steps of action research

• diagnosis
• analysis
• feedback
• action
• evaluation

organizational development

underlying values of org development efforts

• respect for people
• trust and support
• power equalization
• confrontation
• participation

sensitivity training

survey feedback

process consultation (PC)

team building

intergroup development

OD efforts to change the attitudes, stereotypes, and perceptions that groups have of each other

* popular approach is emphasizing problem solving

appreciative inquiry

approach that seeks to identify the unique qualities and special strength of an organization

1. discovery
2. dreaming
3. design
4. destiny

innovation

idea champions

idea champion characteristic traits

• extremely high self-confidence
• persistence
• energy
• tendency to take risks
• display characteristcs associated with tranformatinal leadership

learning organization

single-loop learning

double-loop learning

remedy for three fundamental problems

fragmentation

competition

reactiveness

how to fix:

estabilish a strategy

redesign the org structure

reshape org culture

stress

when an individual is confronted with an opportunity, constraint, or demand for which the outcome is perceived to be both uncertain and important

*stress is associated with demands and resources

challenge stressors

associated with workload, pressure to complete tasks, and time urgency

*prevent less strain than hindrance stress

hindrance stressors

organizational factors of stress

role overload: employee is expected to do too much

role ambiguity: role expectation are not clear

individual differences

wellness programs

5 steps to work/life balance

1. identify priorities
2. set goals
3. assess the present
4. make and take action plans

superhuman syndrome

alternating strategies

organizational citizenship

behaviors that go above and beyond job requirements

**flexible work options increases oc

time log

personalize success

set boundaries

based on life priorities and goals

*learning to say no and insisting these limits are respected

bundling

to-do list prioritizing

top drawer: most essential and desired items

middle drawer: can be put off for a while but still important

bottom drawer: put off for a long time without any harm