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WVU COMM 306 - Exam2Notes

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February 20, 2013Chapter 6- Organizational Culture- Roots of Organizational Cultureo American companies falling behind Japanese companies Existing approaches were limited in scope- Unable to explain all human behavior- Unable to explain differences between organizations- Belief that intangible elements may be guiding force Culture is derived from anthropology Culture is a lens for interpreting organizational reality Culture focuses on values, attitudes and beliefs of memberso Organizational Culture- sets of artifacts, values and assumptions that emerge fromthe interaction of organizational memberso Breaking down the definition of culture Culture is shared- common way of understanding and interpreting events Culture is intangible- formed through interaction of members Affects human behavior- guides behavior, behavior guides culture Communication creation- created, sustained, and influenced by messages exchanged among members Historical- cultures emerge and become apparent over time- Elements of Organizational Cultureo Emerge through creation and enactment of cultureo Five categories of elements inherent in organizational culture Values Symbolic elements Role elements Interactive culture elements Context elementso Values- common beliefs and priorities of members Provides sense of identity for members Strategies, goals, principles, or qualities considered ideal Often visible in the actions of its memberso Symbolic elements- representative of what is most important about a culture Symbols- tangible representation of culture and organizations Stories- narratives shared amongst members Language/nonverbal- vocabulary used by members Metaphors- comparison of organization to something dissimilaro Role elements- types of organizational members Heroes- members respected by large number of people in the organization- Embody organizational values- Words exemplify and reinforce core values- Can be considered living logos of organization Outlaws- members who are antithesis of organizational values, yet still respected- Embody a counterculture useful to organization- Refuse to conform and applauded for ito Interactive culture elements- observed interplay of members and organization Rituals- form of action out values- Formal or informal events that occur over time- Example: eating lunch together Informal culture rules- informs members of preferred, permitted, required, or prohibited behaviors- Unwritten rules, dress code, terms of address Organizational communication style- collective preference for certain channels of communication- Verbal, written or electronico Context elements- shaping of culture by time and place History- information about formation, founders and evolution of organizations- Reveals continuing influence of founders and changes made- Embedded in tales of members Place- environment where organization exists- Organization is connected to environment- Orientation to Organizational Cultureo Object orientation Culture is considered a variable Culture is something organization has Excellent and strong cultures can be introduced Culture exists before the organizationo Becoming orientation Something an organization is Root metaphor Communication constitutes cultureo Grounded in action orientation Communication and culture are mutually constituted Present practices shaped by past eventsFebruary 27, 2013Chapter 8- Socialization of New Members- Organizational Assimilation- the process which employees enter, become integrated and then leave the organizationo Involved employees adapting to cultureo 2 interrelated processes Socialization- the organization molds the employee to fit its needs- Example: orientation about prescribed ways to behave Individualization- where employees mold their roles and experiences to fittheir needs- Example: new method for performing your work role- Dynamic Modelo Familiarity with the supervisoro Familiarity with coworkerso Acculturation- understanding the cultureo Recognition- identified as valuable (being identified as someone who can contribute to the organization)o Involvement- participationo Role Negotiation- altering nature of role (having some discussions how job is going to be done)o Job Competency- possession of skills (have to be able to do job so we feel we belong there)- Stage Modelo Anticipatory Socialization Newcomers form impressions of occupation and work- Vocational Anticipatory Socialization- information gathered about any occupation formed during childhood and adolescenceo Learning from peers, neighbors, family, media, educational institutions, part-time employment- Anticipatory Organizational Socialization- the information and impressions you get of particular organizationso Realistic Job Preview- recruiters provide accurate impression of the organizationo Organizational Entry New employee formally begins work in the organization Reality of new role and tasks are confronted Information given about tasks, preferred behaviors, and status. Organizations begin to mold and socialize employees- Orientation- formal welcome and information- Training-demonstration of methods- Formal Mentoring- pairing of experience and inexperienced members.- Informal Mentoring- naturally developed relationship of experience and inexperience members naturally! Uncertainty emerges from new surroundings Tactics for seeking information- Overt Questions- asking direct questions- Indirect Questions- Hinting/Covertly asking questions.- Testing- breaking a rule, or doing something and observing the reactions of the target. - Third-Party questions- where we get information from a source other than the primary target of information- Disguising Conversations- easing information from the target. Beating around the bush to not look bad.- Observing- watching others to model behavior- Surveillance- Retrospective reflection of past events by monitoringothers. Types of information sought out- Technical- how to perform job- Appraisal- feedback about performance- Relational- nature of social connections Specifics of seeking information- Face concerns lead employees to seek information in a more covertfashion (indirect observing/observing)- Technical information is most frequently sought and obtained through direct tactics- ***Overall, OVERT and Observing


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