MGMT 310A Exam 4 Study Guide Chapters 16 17 18 and 19 Chapter 16 Organizational Culture Organizational Culture a common perception held by the organization s members a system of shared meaning Key Characteristics Innovation Risk Taking degree to which employees are encouraged to be innovative and take risks Attention to Detail degree to which employees are expected to exhibit precision analysis and attention to detail Outcome Orientation degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them People Orientation degree to which management decisions take into account the effect of outcomes on people within the organization Team Orientation degree to which work activities are organized around teams rather than Aggressiveness degree to which people are aggressive and competitive rather than easygoing Stability vs Growth degree to which organizational activities emphasize maintaining the status individuals quo in contrast to growth Dominant Culture culture that expresses the core values that are shared by a majority of the organization s members Subculture minicultures within an organization tend to develop in large organizations to reflect common problems or experiences members face in the same department or location Strong vs Weak Culture strong culture s core values are intensely held and widely shared strong culture should reduce employee turnover Core Values the primary or dominant values that are accepted throughout the organization Core Purpose the primary and dominant goal of an organization Organizational Climate shared perceptions organizational members have about their organization and work environment atmosphere regarding safety customer service diversity and performance Institutionalization a condition that occurs when an organization takes on a life of its own a part from its member essentially valued for its culture How Organization Cultures Form Socialization Process process that adapts employees to the organization s culture 3 Stages of Socialization PEM organization between expectations and reality 1 Prearrival Stage period of learning in the organization that occurs before a new employee joins the 2 Encounter Stage new employee sees what the organization is really like and a contrast is built 3 Metamorphosis new employee changes and adjusts to the job work group or organization Socialization Model Creating Communicating Culture culture is formed from the philosophy of the organization s founders which is translated to the employees select to lead From there top management and socialization pass it down Also includes the use of rites and rituals stories and language and material symbols Rites established and often ceremonious acts within organizational culture Rituals repetitive sequences of activities that express reinforce the values of the organization Which goals people are important and which are expendable Material Symbols what conveys to employees who is important and what is appropriate Example The size of an office or type of automobile an executive is given Stories Language storytelling narratives of innovation rule breaking rags to riches etc Nordstrom s the customer is always right Nike s innovation Bill Bowerman pouring rubber onto his wife s waffle iron for better shoe Positive Organizational Culture emphasizes building employee strengths rewards more than punishes and emphasizes individual vitality and growth Workplace Spirituality recognizes that people have an inner life that nourishes and is nourished by meaningful work in the context of community Examples of Culture Southwest people oriented employee respect good customer service good treatment people oriented Nike Aggressiveness Outcome Oriented competitive crushing competition high intensity and objective focused Disney People Oriented friendly happy people oriented Nordstrom the customer is always right very customer satisfaction oriented Chapter 17 Human Resources Policies and Practices Job Analysis systematic procedures for identifying information about a job that results in job description and specification Job Specification general skills necessary for performances in a job knowledge skills experience and abilities Job Description description of day to day tasks and responsibilities associated with a job Methods Used for Selection References Work Sample Tests Assessment Centers Physical Tests Written Tests Drug Tests Interviews Reliability treatment of every employee in the same manner same interview questions qualifications Validity accuracy of information obtained during selection process Employee Selection Practices Selection Process ISC 1 Initial Selection use for preliminary rough cuts background checks or application forms 2 Substantive Selection determining most qualified applicants written tests interviews performance 3 Contingent make final check before making offer drug tests background check Work Sample Tests hands on simulations of part or all the work that the applicants for routine jobs must perform Assessment Centers a set of performance simulation tests designed to evaluate a candidate s managerial potential Employee Performance Evaluation Task Performance performing the duties and responsibilities that contribute to the production of a good service or administrative tasks Citizenship actions that contribute to the psychological environment of the organization helping others when not required Counter Productivity actions that actively damage the organization stealing aggression tardiness absence Criteria Individual Task Outcomes how does the task turn out what does the employee produce Behavior how does the person act are they tardy often do they have good citizenship Traits Weakest Criteria traits that the employee has confidence dependability leadership Methods of Evaluation Critical Incidents a way of evaluating the behaviors that are key in making difference between executing a job effectively ineffectively list of incidents of good or bad behavior Graphic Rating Scales evaluator rates performance factors on an incremental scale Leikert Scale 1 to 5 Behavioral Anchored Rating Scales BARS scale that combines elements from critical incidents graphic rating methods points are individual behaviors and measured on a continuum Forced Comparison evaluation based on explicit comparison with a group 3rd out of 10 Group Order Ranking ranking employees into particular classifications such as quartiles Individual