Term
| 3 Elements of Organizational Culture |
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Definition
Vision a Pyramid... As you move down pyramid= high impact on org change, but lower visibility and awareness.
Top: Artifacts and Practices
- Verbal (stories, jokes)
- Physical (dress,objects,layout)
- Norms and rules of conduct
Middle: Values and Espoused Values
- Shared Statements about what's good and bad, means-end, cause effect relationships.
Bottom: Basic Underlying Assumptions
- Habits of perception, thoughts, feelings.
- Taken for granted assumptions about the way things are. |
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Term
| Competing Values Model of Culture |
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Definition
Flexibility -> Control
Internal -> External |
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Term
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Definition
| Likely that Organization will take on personality and characteristics of Founder. |
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Term
| Functions of Organizational Culture |
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Definition
- Control System
- Social glue
- Sensemaking |
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Term
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Definition
| Influences decisions and behaviors |
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Term
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Definition
| Connects and bonds people |
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Term
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Definition
| Helps people understand what is happening in the organization, and why. |
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Term
| Benefits of Strong Culture |
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Definition
- Ability to attract and retain employees
- High motivation to achieve vision or cause
- Competitive advantage from employing uniquely skilled and talented ind's.
- Feelings of "fit" cohesive, and solidarity. |
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Term
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Definition
- Cultlike features
- Belief in superiority
- Unwilling to questions shared values and assumptions.
- Insulation from outside view points
- Lack of diverse perspectives and options
- Feeling coerced and pressured to comply with norms. |
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Term
| Cost of Weak Cultures: High Uncertainty |
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Definition
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Term
| Benefits of Weak Culture: High uncertainty |
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Definition
- Productivity and initiative
- Interdependence and collaboration. |
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Term
| Elements of Integrating Culture with Business |
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Definition
- Strategy
- Structure
- Systems
- Staffing
- Skills
- Shared Values
- Style |
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Term
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Definition
Common obstacle to implemented improvements.
- Often occurs in response to seemingly minor events. |
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Term
| Causes of Resistance to Change |
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Definition
- Direct Cost (pay, job security)
- Image Cost (Make me look bad?)
- Low Tolerance for ambiguity and uncertainty
- Fear of the unknown
- Breaking routines
- Lack of Fit
- Status quo bias and system justification tendencies (things were right the way they were before) |
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Term
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Definition
-Efficiency depends on acting fast
- First-mover advantages in innovation
- Technological advances make 24 hr collaboration possible. |
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Term
| The most challenging obstacle to change: |
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Definition
| Human acceptance and adoption. |
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Term
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Definition
| Driving forces vs. Restraining forces. Driving forces should progressively become stronger. Thus moving toward desired conditions. |
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Term
| Tips for Resistance and Restraining Forces |
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Definition
- Involve the resisters (empower them, increase their perceptions of procedural justice, value divergent opinions as they result in better outcomes.
- Convert the resisters (ask questions, focus on interest, not positions, use rational appeals, communicate clearly.)
- Marginalize the resisters (enforce group norms, value constructive contributions, reward constructive behavior, punish destructive behavior, dont let one ruin bunch.)
- Co-opt the resisters (Put them in charge of communicating change, present public image they support change, invoke cognitive dissonance). |
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Term
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Definition
- Find the Supporters
- Create a sense of Urgency
- Follow a planned change process |
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Term
| Employee Resistance as a Resource |
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Definition
Problem: Often change agents view resistance as unreasonable considering a desirable initiative, creating "us vs. them" perspective.
- Resistance shows deeper problem.
- Should be viewed as constructive conflict |
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Term
| Why Employees Resist Change |
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Definition
- Lack motivation
- Lack clear understanding of what is expected of them
- inability to change due to lack of skills or knowledge. |
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Term
| To Reduce Restraining Forces of Change |
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Definition
1) Communication
2) Learning
3) Employee Involvement
4) Stress Management
5) Negotiation
6) Coercion |
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Term
| 3 Ingredients for Effective Change Process |
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Definition
1) Change Agents (Transformational leader)
2) Strategic Vision (direction)
3) Diffusing Change (Pilot Programs) |
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Term
| How to get Employees to buy into Change |
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Definition
Must be:
1) Motivated to participate
2) Ability to participate
3) Clear Role perceptions
4) Supportive situational factors |
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Term
| 4 Approaches to Organizational Change |
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Definition
1) Action Research
2) Appreciative Inquiry
3) Large-Group interventions
4) Parallel Learning Structures. |
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Term
| Action Research Approach to Org. Change |
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Definition
Action and research orientation. Highly participative process.
1) Form Client-Consultant relationship.
2) Diagnose Need for Change
3) Introduce Intervention (incremental or quantum).
4) Evaluate and Stabilize Change |
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Term
| Appreciative Inquiry Approach |
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Definition
"Positive Org. Behavior"
Direct attention away from own problems and focus participants on groups potential and positive elements.
4-D MODEL:
1) Discover
2) Dreaming
3) Designing
4) Delivering
**Less structure process (not problem oriented). |
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Term
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Definition
Large Group focus.
"Future Search" Involve as many people as possible to derive future.
Benefit: Min. resistance
Problems: Involving many ppl detracts from ind. input, focus on common ground and not differences, high expectations. |
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Term
| Parallel Learning Structure Approach |
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Definition
| Highly participative with ppl from all parts of org. following action research model to produce meaningful org. Change. |
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Term
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Definition
| The values and assumptions shared within an organization. What is important and not. |
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Term
| Organizational Culture Dimension |
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Definition
| Innovation, Stability, Respect for people, outcome orientation, attention to detail, team orientation, aggressiveness. |
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Term
| 3 Concerns about Organization Culture Models |
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Definition
1) Simplify diversity of culture values in org.
2) Must remember org. culture includes shared assumptions about right way to do things, not just shared values.
3) Adopt "integration" perspective, assumes orgs have fairly clear, unified culture. |
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Term
| Organizational Subculture |
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Definition
Counter cultures.
BAD: typically create conflict in org.
GOOD: - Maintain org. standards of performance and ethical behavior
- Spawning grounds for emerging values that keep org. adaptive. |
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Term
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Definition
observable symbols and signs of an organization's culture
4 Categories:
1) Org. Stories and Legends
2) Rituals and Ceremonies
3) Language
4) Physical Structures and symbols |
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Term
| Corporate Culture Strength |
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Definition
| how wide and deep employees hold company's dominate values. |
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Term
| Org culture as Control System |
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Definition
| influences employees decisions and behavior |
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Term
| Org. Culture as Social Glue |
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Definition
| holds organization together. |
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Term
| Org. Culture as Sensemaking |
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Definition
| Creates Understanding w/in org. |
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Term
| Contingencies of Org. Culture and Effectiveness |
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Definition
1) Is culture aligned with environment?
2) Culture Cultlike? (want to avoid)
3) Incorporates adaptive culture? |
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Term
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Definition
| Analyzing 2 different org cultures, identify diffs, identify which will result in conflict and common ground, prepare action plans to reconcile merge. |
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Term
| Strategies for Merging Different Cultures |
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Definition
1) Assimilation: acquired company adopts parent company culture.
2) Deculturation: acquired firm imposes culture on parent.
3) Integration: Combine 2 cultures
4) Separation: Merging companies remain separate cultures w/ min. cultural exchange. |
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Term
| Ways to Strengthen or Change Org. Culture |
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Definition
1) Actions of Founders and Leaders
2) Aligning Artifacts
3) Intro. Culturally Consistent Rewards
4) Attracting, Selecting, and Socializing employees.
5) Organization Socialization: Ind.s learn values, expected behaviors, and social knowledge necessary to assume role in organization. |
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Term
| Attraction-Selection-Attrition Theory (ASA) |
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Definition
| companies Naturally attract applicants who fit existing culture of organization. |
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Term
| Organizational Socialization |
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Definition
| 1) Socializing as a learning and adjustment process |
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Term
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Definition
| Discrepancies b/t expectations and reality. |
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Term
| Pre-employment Socialization |
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Definition
| Preconceived notions of company, Learn about org., form employment relationship expectations. |
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Term
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Definition
Newcomer, test expectations against perceived realities.
Reality Shock |
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Term
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Definition
| Insider, strengthen work relationships, practice new role behaviors, resolve work-non-work conflicts. |
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Term
| Socialization of Outcomes |
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Definition
Higher: motivation, loyalty, satisfaction
Less: Stress, turnover. |
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Term
| Stages of Org. Socialization |
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Definition
1) Pre-employment socialization
2) Encounter
3) Role Management
4) Socialization Outcomes |
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Term
| Realistic Job Preview (RJP) |
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Definition
Improves Socialization Provess
Balance of positive and negatives of organization and job. Will scare away some, but best at end of day. |
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Term
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Definition
Supervisor: seeks feedback-> help w. social ties.
Co-workers: Role models, Flexible and tolerant of newbies "Buddy System" |
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