109 Cards in this Set
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Roots of Organizational Culture
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artifacts, values, and assumptions
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Artifacts
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visible aspects of the org. such as norms about behavior and dress orientation or logos
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Values
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strategies, goals, principles or qualities that are considered ideal or desirable and create guidelines from org. behavior.
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Assumption
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taken for granted beliefs that are so deeply entrenched that org members don't talk about them.
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Events that sparked interest in Organizational culture
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American companies falling behind Japanese Companies, Existing approaches were limited in scope, unable to explain all human behavior, unable to explain differenes between organizational culture, and belief that intanigble elements may be guiding forces.
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Organizational culture terminology was derived
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Anthropology, is the culture lens for interpreting organizational realities, culture focuses on values, attitutes, and beliefs of members.
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Metaphor of organizations from a cultural perspective
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Symbolic Elements, Symbols, stories, language/nonverbal, metaphors.
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symbolic elements
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representation of what is most important in a culture
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symbols
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tanigble representation of culture and org
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stories
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narrative shared amongst members
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language/nonverbal
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vocabulary used by members
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metaphor
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comparison of org to something dis-similar
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Organizational culture
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set of artifacts, values, assumptions that emerge from interaction of org members
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culture
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is shared-common way of understand and interpreting events, is tangible-formed through interactions of members, affects human behavior-guides behavior, guides culture
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Communication creation
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created sustained and influenced by message exhanged among members
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elements of organizational culture
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values, symbolic elements, roles element, interactive culture elements, context elements
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3 orientations to organizational culture
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object orientation, becoming orientation, grounded in action orientation
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Organizational assimilation
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process by which individuals move from "outsiders" to full membership in org
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socialization
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org molds employee to fit its needs. ex.) orientation about prescribed ways to behave
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Individualization
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employees mold their roles and experiences to fit their needs. ex.) new method for performing work role
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Dynamic model
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Familiarity with supervisor, coworkers, acculturation, recognition, involvement, role negotiation, job competency
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4 stages of organizational assimilation
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anticipatory socialization, entry, metamorphosis, and exit
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Anticipatory socialization
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newcominers form impression of occurence and work
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Vocational anticipatory socialization
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information gathered about any occupation formed during childhood and dolescense ex.) peers, media, school, part-time, family
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Anticipatory organizational socialiation
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inform and impressions of particular organization
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Realistic job preview
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recruiters provide an accurate impression of the organization
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Entry
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new entry formally begin with work in org, reality of new roles and tasked are confronted, info given aout tasks, preferred behavior and status, uncertainty emerges from new surrounding
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org ID
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new members want to be connected to the org. not clear-cut like it was once considered
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Intra-org sources
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the org, work teams, dept, unions, launch groups, supervisors
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Extra-org sources
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family, customers, influence public figures, the media
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Types of info sought
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technical, appraisal, relational
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technical
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how to perform job
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appraisal
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feedback about performance
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relational
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nature of social connections
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Metamorphasis
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Newcomer becomes fully-functional member, psychological change, org ID occurs, various events lead to conscious appraisal
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Mutually departure from workplace, impact leavers and stayers, process rather than single event
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Mutually departure from workplace, impact leavers and stayers, process rather than single event
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Preannouncement
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beginning to plan to leave org
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Announcement/Exit
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public plan to leave org
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Post exit
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absence left uncertainty occurs for leavers and stayers
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7 tactics employees use
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overt questions, indirect questions, testing, third party, disguising conversation, observing others, surveillance
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tactics to socialize employees
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orientation, training, formal mentoring, informal mentoring
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Peer Influenced exit
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messages and behaviors that employees use to intentionally influence their peers and coworkers to leave the org
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Antisocial tactics
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destructive messages and behaviors
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Pre-social tactics
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positive messages and behaviors
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Workplace relationship
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any relationship one has with another coworker
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Peer Coworker relationship
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relationsihp between employees at the same hierarchal level
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3 types peer coworker relationships
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information peers, collegial peers, special peers.
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information peer
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superficial, acquaintances- about work only
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collegial peers
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combo of coworker and friend- about work and personal life
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special peers
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friends evolves from work- about mostly personal lives
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Interpersonal Factors
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need to be included and affiliated with others, similar in appearance, personality, attitudes
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Organizational factors
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proximity, organizational climate, sharing tasks working on similar projects or duties
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organizational structure
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Organizational interpersonal relations based on
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Proxemics
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people develop relationships with others who are in close proximity to them.
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Relational Balance
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interpersonal relationships are systematical (each person is equal in the relationships) other relationsihps are complementary
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Interpersonal needs
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three basic needs- affection, inclusion, and control
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Positive functions of coworkers
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opportunities to develop friendships, share experiences in the organiztions, provide employee adjustment
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Negative functions of coworkers
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source of stress, gossip, hurtful teasing and bullying, less employee adjustment
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Trust
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confidence that peers will act in a certain way
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Mentoring
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experienced memebr helping newcomer
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Information Exchange
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acquiring information
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Power, control, and influence
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accountability
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Social Support
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messages that convey help and comfort
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Instrumental
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tangible forms of help or assistance
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Informational
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advice and technical assistance
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emotional support
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messages of acceptance and comfort
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Deterioration of Peer Relationships
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problem personality, distracting life traits, conflicting expectations, promotion, betrayal
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Workplace Romance
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exchanges of information and influence between organizational members at least one of whom has formal authority to direct and evaluate the activities of other organizational members
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Leader-Member exchange theory
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in group members and outgroup members
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In-group members
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high quality, leadership exchanges
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out-group members
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low quality supervisory exchanges
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Functions of supervisor-subordinate relationships
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leadership, information exchange, feedback, mentoring
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facts that impact the development of supervisor-subordinate relations
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ability, personality, similarity, communication
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Leadership
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process of influence that takes place through communication to achieve goals or produce change from a collective of people.
Requires skills, ability, at any level or organization
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Management
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is about doing the right thing
1. focus on stablity
2. focus on procedures and policies to follow
3. focus on ensuring tasks and roles are defined
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Trait Leadership Approach
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Leaders are born, individuals are predisposed to being leaders.
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Autocratic
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use of legitimate power, authority, and control
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Democratic
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sharing of authority with followers
-allow feedback and participation
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Laissez-Faire
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allowing employees to make decisions and have authority.
-available for consultation but power is delegated
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R1
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unwilling and unable to complete tasks
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R2
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unable, but willing to complete tasks
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R3
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Able, but unwilling to complete tasks
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R4
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able and willing to complete tasks
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Transformational leadership approach
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charismatic leaders can inspire followers by satisfying needs, values, and emotions-elevate employees through inspiration
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Challenge
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Question status quo, take risks
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inspire
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share vision, facilitate vision with others
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enable
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place people in position to succeed, build trust
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model
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be an example for others
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encourage
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reward and celebrate achievements
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Followership Approach to leadership
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dialectic where leading and following reinforces each other
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Sheep
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passive and uncritical, told what to do
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Conformist
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active, energetic, uncritical
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Alientated Follower
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critical thinkers with negative attitudes, told what to do
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Pragmatic follower
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adaptable, without taking strong stance
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Exemplary
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highly committed, high standards, critical thinkers with initiative
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Outcomes of leadership
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openness, supportiveness, motivation, satisfaction
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situational leadership
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leaders should communicate by using a mixture of directive and supportive behaviors
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Path-Goal theory
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leaders must choose style best suited to followers' needs, experience, skills
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ingroup and outgroup
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Lead member exchange theory says employees are classified of the _________ and __________ by supervisors
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informational, collegial, and special
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What are three types of peer co-worker relationships
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TRUE
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As peers develop from informational to collegial and special peers, communication goes from more workplace related to a more personal nature.
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Anthropology
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Organizational culture emerged from which field of study?
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values, artifacts, and assumptions
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Culture focuses on employees
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Japanese companies, short comings, limitations
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What are 3 reasons why scholars shifted to studying organizational culture?
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Trait
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The ____________ approach to leadership focuses on individuals having physical and social attributes that predispose them to being leaders
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Pragmatic
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According to the followership approach to leadership, the __________ followership role is to a person who is adaptable by avoids taking strong stances on issues.
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Participating
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A leader uses low amount task behavior but high amount of relationship behavior with employees is using the __________ style of leadership according to the situational leadership approach
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Individualization
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organizational _______________ refers to employees molding the organization and their roles to fit their needs
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FALSE
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Organizational members with outgroup relationships tpically communicate in a less formal fashion with their supervisors
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COMM 306: EXAM 1