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by: Jessica Lynn

MANA CH. 16 MANA 3318

Jessica Lynn

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About this Document

Chapter 16 Notes
Organization Behavior
Dr. Baldwin
Class Notes
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This 3 page Class Notes was uploaded by Jessica Lynn on Tuesday May 3, 2016. The Class Notes belongs to MANA 3318 at University of Texas at Arlington taught by Dr. Baldwin in Spring 2016. Since its upload, it has received 10 views. For similar materials see Organization Behavior in Business at University of Texas at Arlington.


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Date Created: 05/03/16
Tuesday, May 3, 2016 Chapter 16 Organizational Culture - Organizational (Corporate) Culture a pattern of basic assumptions that are considered valid and that are taught to new • members as the way to perceive, think, and feel in the organization - Types of Artifacts • personal enactment - examination of the behavior of organization members ceremonies and rites - relatively elaborate sets of activities that are repeatedly • enacted on important occasions • stories - give meaning and identity to organizations and are especially helpful; in orienting new employees - about the boss - whether the boss is “human” or how the boss reacts to mistakes - about getting fired - events leading to employee firings - about relocating - company’s actions toward employees who have to move - about promotions - how someone started at the bottom and then became CEO - about crisis situations - how the company overcame obstacles - about status considerations - being stopped by security to see and ID for certain members of a company show their title in the organization • rituals - unwritten, clear messages about how a company is ran; everyday, repetitive, organizational practices • symbols - logo that differentiates a company from others - Values • espoused - what members of an organization say they value • enacted - values reflected in the way individuals behave - Functions of Organizational Culture • culture provides a sense of identity to members and increases their commitment to the organization 1 Tuesday, May 3, 2016 • culture is a sense-making device for organization members • culture reinforces the values of the organization • culture serves as a control (influence) mechanism for shaping behavior - Three Theories on the Relationship Between Organizational Culture and Performance • strong culture - an organizational culture with a consensus on the values that drive the company and with an intensity that is recognizable even to outsiders - strong cultures facilitate performance because: • they are characterized by goal alignment - all employees share common goals • they create a high level of motivation because of shared values by the members • they provide control without the oppressive effects of bureaucracy • “fit” perspective - a culture is good only if it fits the industry or the firm’s strategy - competitive environment - customer requirements - societal expectations • adaptive culture - an organizational culture that encourages confidence and risk taking among employees, has leadership that produces change, and focuses on the changing needs of customers - better of the three theories - 5 Most Important Elements in Managing Culture • what leaders pay attention to • how leaders react to crises • how leaders behave • how leaders allocate rewards • how leaders hire and fire individuals 2 Tuesday, May 3, 2016 - Organizational Socialization • the process by which newcomers are transformed from outsiders to participating, effective members of the organization - Socialization Process • anticipatory socialization - first trip; encompasses all of the learning that takes place prior to the newcomer’s first day on the job • encounter - second stage; newcomers learn the tasks associated with the job, clarify their roles, and establish new relationships at work • change and acquisition - third stage; newcomers begin to master the demands of the job 3


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