1528252
Description
Mind Map by engpeilynn, updated more than 1 year ago
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Created by engpeilynn
about 10 years ago
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SEM 1: OCSM
- Layers of Org
Culture
- Observable
Artifacts
- Physical manifestation of
an org's culture
- i.e "stand-up" meetings
for core design team
meetings to ensure
productivity => Google's
desire to work hard
- Easier to change than
the less visible aspects
- Physical manifestation of
an org's culture
- Espoused Values
- Explicitly states values and
norms preferred by org
- VS Enacted values: values and
norms exhibited by employees
- impt to reduce gaps b/w
espoused and enacted values
=> can sig. influence
employee attitudes and org
perf
- Explicitly states values and
norms preferred by org
- Basic Assumptions
- unobservable, rep core of
org culture, guide org beh
- Org values that are taken
for granted, highly resistant
to change
- unobservable, rep core of
org culture, guide org beh
- PE Fit: Compatibility b/w
an indiv and work
environment that occurs
when characteristics are
well-matched
- higher job
satisfaction&
commitment, lower
intentions to quit
- higher job
satisfaction&
commitment, lower
intentions to quit
- Observable
Artifacts
- Types of Org Culture
(Competing Values Framework)
- Never a "pure" culture type =>
contradictions impt => org's success may
depend on its ability to possess core
values associated w competing cultural
types (The Need for Balance, Quinn)
- Never a "pure" culture type =>
contradictions impt => org's success may
depend on its ability to possess core
values associated w competing cultural
types (The Need for Balance, Quinn)
- Four functions of org
culture
- 1. Give members an
org identity, i.e
people-focused
identity
- 2. Facilitate collective
commitment
- 3. Promote social
system stability =>
extent to which work
env perceived as +ve
and reinforcing,
extent to which
conflict and change
are effectively
managed
- 4. Shape behaviour by
helping members make
sense of surroundings =>
help employees
understand reasons
behind org's actions and
how it intends to
accomplish LT goals
- 1. Give members an
org identity, i.e
people-focused
identity
- Outcomes
associated w org
culture
- 1. Org culture affects org effectiveness
=> source of competitive adv
- 2. Employees prefer flexibility > stability
& control => more satisfied, committed
- 3. Increase innovation & quality by
building clan/adhocracy/market cultures
- 4. Financial performance not strongly
related to org's culture
- 5. Market cultures => more +ve org outcomes
- 1. Org culture affects org effectiveness
=> source of competitive adv
- Process of culture change +
embedding org culture
- 1. Formal statements of org philosophy, mission, values,
materials used for recruiting, selection, socialisation
- 2. Design of physical space, work env, buildings
- 3. Slogans, language, acronyms, sayings
- 8. Deliberate role modeling, training, coaching by managers
- 6. Explicit rewards, status symbols, promotion criteria
- 4. Stories, legends, myths about key people and events
- 11. Org activities, process, outcomes leaders attend to
- 5. Leader reactions to critical incidents and org crises
- 9. Workflow and org structure
- 10. Org systems and procedures
- 7. Org goals and criteria for managing human resources
- Mentoring: Process in
which protégés and
protégées seek
developmental guidance
from a network of people
referred to as developers
- Diversity of developmental r/s:
- the no. of pple in the network
- the no of diff networks
- Developmental r/s strength:
quality of r/s among the indiv and
those involved in his
developmental network
- Diversity of developmental r/s:
- the no. of pple in the network
- the no of diff networks
- 1. Formal statements of org philosophy, mission, values,
materials used for recruiting, selection, socialisation
- Org Socialisation Process
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