Term
|
Definition
| Dynamic, open systems, comprised of people whose activities are structured, controlled, coordinated and constructed through conversation in order to achieve a superordinate goal (profit, culture, community awareness) |
|
|
Term
|
Definition
| Complex, continuous process through which members of the organization create, maintain, and change the organization via Verbal and NV means |
|
|
Term
|
Definition
| set of Artifacts, Values, and Assumptions that emerge from dynamic patterns of interaction between org members |
|
|
Term
| Assumptions of Organizational Culture (4) |
|
Definition
1)members abide by the constitution of the org thru comm processes
2)Shared meaning not always achieved
3)Varying degrees of power and status influence how you create meaning for and from org messages
4)Number&Nature of org roles you enact influence what you communicate, how you do it, and how you create meaning from it. |
|
|
Term
| Prescriptive Approach, problems with it, and 4 scholars associated with it |
|
Definition
| Deal, Kennedy, Peters, Waterman. Single cultural formula for achieving success (think prescription). Narrow. |
|
|
Term
| Emergence of OrgCulture Research |
|
Definition
1890's-machines
1930's-families
1960's-interpretive method |
|
|
Term
| Interpretive approach (4 features) |
|
Definition
Organizations are:
complicated, not unitary, ambiguous, socially constructed |
|
|
Term
| Schein Model of Org Culture |
|
Definition
| Artifacts expose the values, which create the assumptions |
|
|
Term
| Characteristics of communicative perspective of org culture (5) |
|
Definition
1) inextricably linked to org members-dependent on all org members past and present
2) dynamic- membership not static, infinite number of NV&V messages
3) competing values and assumptions- inconsistency, subcultures
4) emotionally charged
5) foreground and background- culture is interpreted in light of cultural interactions (FG)/behaviors and deeply rooted assumptions (BG) |
|
|
Term
| Perspectives of comm and culture (3) |
|
Definition
1) Object orientation- 'culture made me do it' positions culture before comm. culture can be measured and changed to influence comm
2) becoming orientation- 'culture cant be fixed' positions comm before culture. comm allows culture to develop
3) grounded in action orientation- 'comm reflects and affects culture' comm and culture exist simultaneously. org members are both empowered and constrained by culture |
|
|
Term
|
Definition
| the ongoing process thru which individuals make sense of what happens in an org. an individual activity that occurs in groups. Driven by plausibility not accuracy. factors that influence this process include group size |
|
|
Term
| Describe 4 different views of org culture |
|
Definition
1)Practical- culture is a tool that orgs can use to be more effective. quantitative scholars prefer this approach cause they can observe and measure as well as investigate causality.
2)Interpretive- Culture is too complex, holistic, and pervasive to be managed by one single member or team. socially constructed, culture emerges. comm is more subtle (clothing, office layout, staff tenure)
3)Critical- culture is understood by examining power structures
4)Postmodern- Integration, differentiation, fragmentation |
|
|
Term
|
Definition
X: employees are lazy, prefer to do minimum work
Y: Employees are motivated by internal drive to do well |
|
|
Term
|
Definition
| Individuality, short term employment, rapid advancement. match up with culture because only when culture is changed do these theories change. think about it. |
|
|
Term
| symbolic elements, role elements, interactive cultural elements, context features |
|
Definition
Symbolic: Common sense
Role: Heroes and outlaws
Interactive: rituals, informal cultural rules
Context: history and places |
|
|
Term
| 5 roles the researcher takes |
|
Definition
Nonparticpation- stupid as fuck
Complete observer- minimal contact with org members. journalist
observer as participant- dont engage in functions of org, play a role in interactions of org events
Participant as observer-resarcher is treated as org insider, TRUJILLO, researcher engages in activities and taasks of org
Complete participant: role of researcher is disguised from members. enters org as newcomer, just like other employees |
|
|
Term
| 3 goals of naturalistic approach |
|
Definition
D-describe
R-reflect
I-inform |
|
|
Term
| Sexual harassment in org culture |
|
Definition
| purpose- to study sex harassment in org culture |
|
|
