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| the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees |
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| manifestations of an organization's culture that employees can easily see or talk about. |
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| relfects the jargon, slang, and slogans useed within the walls of an org. |
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| anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within an org. |
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| daily or weekly planned routines that occur in an organization |
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| formal events, generally performed in front of an audience of organizational members |
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| beliefs, philosophies, and norms that a company explicitly states |
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| Basic Underlying Assumptions |
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| taken-for-granted beliefs and philosphies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation |
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| employees are distant and disconnected from one another |
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| cultures in which employees think alike but aren't friendly to one another |
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| all employees are friendly, but everyone does his or her own thing |
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| friendly employees who all think alike |
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| exists when employees definatley agree about the way things are supposed to happen within the organization and when their subsequent behaviors are consistant with those expectations |
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| created when org. culture is not really strong or weak |
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| when employee values don't match those of the larger organziation |
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| potential employees will be attracted to organizations whose cultures match their own personality |
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| priomary process by which emplouyees learn the social knowledge that enables tham to understand and adapt to the organization's culture |
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| happens prior to an employee spending even one second on the job |
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| begins the day an employee starts work |
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| when two sets of info don't quite match |
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| understanding and adaptation |
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| final stage of socialization, new comers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization |
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| the degree to which a person's personality and values match the culture of the organization |
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| the degree to which a person's personality and values match the culture of the organization |
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| occur during the anticipatory stage of socialization during the recruitment process |
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| orientation training can be more effective than others |
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| a process by which a junior-level employee develops a deep and long-lasting relationship with a more senior-level employee within the organization |
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