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Organizational Culture
A collection of values and norms that are shared by people and groups in an organization and is the shared meanings that people assign to their social surroundings
subculture
a culture within a culture
centralization
extent to which authority has been retained at the top of the organization
Thick Culture
this type of culture occurs where members of the org agree about the importance of certain values and employ them in their daily routines
decentralized
flat organizations tend to have a wider span of control and have this type of configuration
chain of command
the direction that polices are communicated to lower levels within the organization
problem solving
choosing issues, setting goals and designing actions
decision making
evaluating and choosing actions
problem solver
an approach to decision making where the individual is reactive and only responds because they must
problem seeker
an approach to decision making where the individual is proactive and anticipates problems and takes action
intuitive decider
this type of decider makes decisions based on what is felt, but cannot be verbalized
behavioral decision making style
a decision making style where there is low tolerance for ambiguity and the focus is on people and there is low data input info decision making
important to have a written code of ethics for a business or org
important to have a written code of ethics for a business or org
rich
Face-to-face meetings that are two way and personal are an intimate example of THIS kind of communication. Hint - lots of $$$
social capital
The ability to attract support and help from others in order to get things done
conflict
At optimal levels, this actually can lead to better team/organizational outcomes
barriers
Information filtering, poor written or oral expressions, and physical distractions are examples of these in communication
These are two of many examples of the benefits of teams
Taps knowledge and resources, more resources for problem solving, Improved creativity, Improved decision making, Higher motivation through collective action, Greater commitment to tasks
These are two things to be cautious of when working with teams
loafing, group think, devils advocate
norming
During this stage of team development, a division of labor occurs and shared rules of team conduct are established
forming
During this stage of team development, relationships are established and interpersonal testing occurs
5 stages of team development
forming, storming, norming, performing, and adjourning
ethics
a set of standards as to what is good or bad or right or wrong in one's conduct
code of ethics
a set of explicit moral guidelines can facilitate a mean by which individuals can monitor their own behavior
utilitarian
model of ethical behavior, is based upon consequences and outcomes and delivers the greatest good to the greatest number
moral rights
model of ethical behavior, is based upon respect and protects fundamental rights of people
Justice
model of ethical behavior treats people impartially and fairly according to guiding rules and standards
span of control
the number of people or operations that a manager can control effectively
informal structure
the way people interact and communicate within an organization is impacted by
work specialization
describes how narrow the focus of the job is
location
this type of departmentalization is based on geographic areas
an organizational chart
defines and shows visually how job tasks are formally divided, grouped and coordinated
Team structure
type of structure tends to be project based, self-managed or problem solving

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