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| The basic pattern of shared values and assumptions governing the way employees within an organization think about and act on problems and opportunities |
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| The observable symbols and signs of an organization's culture |
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| The programmed routines of daily organizational life that dramatize the organization's culture |
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| Planned and usually dramatic displays of organizational culture, conducted specifically for the benefit of an audience |
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| an organizational culture in which employees focus on the changing needs of customers and other stakeholders, and support initiatives to keep pace with those changes |
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| A diagnosis of cultural relations between companies prior to a merger and a determination of the extent to which cultural clashes are likely to occur |
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| Acquired company embraces acquiring firm's culture |
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| Acquiring firm imposes its culture on unwilling acquired firm |
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| Combining the two or more cultures into a new composite culture |
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| Merging companies remain distinct entities with minimal exchange of culture or organizational practices |
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| Organizational Socialization |
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| The process by which individuals learn the values, expected behaviors, and social knowledge necessary to assume their roles in the organization |
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| Perceived discrepancies between preemployment expectations and on-th-job reality |
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| Realistic Job Preview (RJP) |
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| The process of giving job applicants a balance of positive and negative information about the job and work context |
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| What companies say they value so people create a positive public image by claiming to believe in values that others expect them to embrace |
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| represent the values that people actually rely on to guide their decisions and actions |
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