Organizational Culture - ANS The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments
The values shared by associates in an organization
What it's like to be a member of this...
, A
R
Organizational Culture - ANS The set of shared, taken-for-granted implicit assumptions that
a group holds and that determines how it perceives, thinks about, and reacts to its various
environments
U
The values shared by associates in an organization
What it's like to be a member of this organization
LA
"The extent to which you like to come into work"
Strong culture = everyone has shared feelings/consistency
Weak culture = Peoples' feelings are all over the place or negative
C
Primary functions of culture - ANS 1. give members an organizational identity (sense of
belonging, how to behave, how to treat others)
2. Facilitate collective commitment (shared purpose, objectives, goal-based behavior)
O
3. Promote social system stability (systems/processes for dealing with change, managing
conflict)
D
4. Promote understanding of the organization (shapes behavior and allows everyone to have a
"clean line of sight" between what they do and business goals/success)
Values and culture - ANS Values are a fundamental part of culture
values change slowly unless something dramatic happens within the organization
, five primary characteristics of values - ANS 1. broad concepts or beliefs
2. relate to the desirable end-states, behaviors, situations
3. apply across most/all situations
4. influence attitudes and behaviors
5. can be ordered by relative importance
Espoused values - ANS the values that the organization states that it believes (usually in
A
their mission statement or presentations)
the "desired"
R
Enacted values - ANS the values that the organization members perceive to be valued by
the organization
U
the "reality"
Espoused vs. Enacted Values - ANS The greater the difference, the greater likelihood that
LA
there is dissatisfaction, cultural problems, etc
Big difference = big problems
Organizations and leaders need to "walk the walk" not just "talk the talk"
C
"the perfect fit" is when what they say = what they do = what I see
Assessing culture - ANS trying to see how well an organization is doing based off their
culture
O
used a lot with staffing to test if an individual would fit in with the culture
D
Good cultural fit - ANS Higher internal commitment to the organization
Lower absenteeism/turnover
Higher job satisfaction and engagement
Higher levels of organizational citizenship
Higher intrinsic motivation
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