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MGT 304, Exam 3 study guide

by: ronniejohnson13

MGT 304, Exam 3 study guide MGT 304

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About this Document

These notes cover everything you need to know for the third exam. This includes chapters 14 and 15 of the textbook.
Management: Organizational Behavior
Cecily Cooper
Study Guide
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This 4 page Study Guide was uploaded by ronniejohnson13 on Wednesday January 20, 2016. The Study Guide belongs to MGT 304 at University of Miami taught by Cecily Cooper in Spring2015. Since its upload, it has received 30 views. For similar materials see Management: Organizational Behavior in Business at University of Miami.

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Date Created: 01/20/16
MGT 304 Exam #3 Chapter 14 – Organizational Culture Organizational Culture: refers to a system of shared meaning held by members that distinguishes the organization from other organizations. Cultural Levels: 1. Artifacts and Creations -­‐ Technology -­‐ Art -­‐ Visible and Audible -­‐ Behavior Patterns ∧ ∨ 2. Values ∧ ∨ 3. Basic Assumptions -­‐ Relationship to Environment -­‐ Nature of Reality, Time and Space -­‐ Nature of Human Nature -­‐ Nature of Human Activity -­‐ Nature of Human Relationships Effects on Employee Behavior and Performance -­‐ Increases communication through existence of a common language -­‐ Foster commitment to corporate vision and values -­‐ Social control mechanism -­‐ Strong cultures outperform weak cultures -­‐ Strong cultures can have more reliable performance if environment stable Signs of Problems within a Culture -­‐ High turnover -­‐ Ongoing inconsistency -­‐ Lack of focus on the external environment -­‐ Short-term thinking -­‐ Rise of destructive subcultures -­‐ Undermining the success of others -­‐ Increased cynicism Seven Characteristics of Culture 1. Innovation and risk taking 2. Attention to detail 3. Outcome orientation 4. People orientation 5. Team orientation 6. Aggressiveness 7. Stability Strong Culture: core values are intensely held and widely shared -­‐ Most important values: adaptability, involvement, mission, consistency Subcultures: develop in large organizations to reflect common problems Creating and Maintaining OC -­‐ Trend towards decentralized organizations, makes culture more important, more difficult to establish -­‐ Individual organization “fit” strongly influences who gets offers, promotions -­‐ Begins: Founders have unconstrained vision they impart on all members -­‐ Sustain through selection: identify and hire individuals who will perform -­‐ Top management: their actions have major impacts on culture Socialization: Process so new members acquire necessary attitudes, behaviors, knowledge, and skills to become productive organizational members. Socialization Process: 1. Anticipatory Socialization: attempt to find an organization to join 2. Entry and Assimilation: starts job, learns expectations 3. Metamorphosis: becomes an established contributor who is valued 4. Outcomes (job performance, job satisfaction, organizational commitment and lower turnover) Culture is transmitted to employees by: -­‐ Stories -­‐ Rituals -­‐ Material symbols -­‐ Language Culture as a Liability -­‐ Institutionalization -­‐ Barriers to Change -­‐ Barriers to Diversity -­‐ Barriers to Acquisitions and Mergers Chapter 15 – Organizational Change Forces Driving Organizational Change -­‐ Workforce diversity -­‐ The economy -­‐ Technology -­‐ Globalization -­‐ Competition Sources of Individual Resistance to Change -­‐ Selective information processing -­‐ Habit -­‐ Security -­‐ Economic factors -­‐ Fear of the unknown Planned Organizational Changes Organizational Subsystems involved in Planned Change -­‐ Formal organization -­‐ Social factors -­‐ Technology -­‐ Physical setting Organizational Development: Collection of social psychology methods employed to improve organizational effectiveness and employee well being. OD Interventions -­‐ Survey Feedback -­‐ Process Consultation -­‐ Team Building Lewin’s 3-STEP Model of Change Unfreezing ▯ Changing ▯ Refreezing 8 Stage Process of Creating Major Change 1. Establishing a Sense of Urgency 2. Creating the Guiding Coalition 3. Developing a Vision & Strategy 4. Communicating the Change Vision a. Simplicity b. Metaphor, analogy and example c. Multiple forums d. Repetition e. Leadership by example 5. Empowering Broad-Based Action 6. Generating Short-Term Wins 7. Consolidating Gains & Producing More Change 8. Anchoring New Approaches in the Culture Leadership learning disciplines in learning organizations 1. Personal mastery 2. Mental models 3. Building shared vision 4. Team learning 5. Systems thinking + know group presentations


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