Organizational Behavior

The pattern of shared values, beliefs, and assumptions considered to be appropriate way to think and act within an organization

Aspects of an organization's culture that you see, hear and feel

The understandings of how objectives and ideas relate to each other

The stable, long lasting beliefs about what is important

The taken-for-granted notions of how something should be

A system of shared meaning that expresses the core values shared by a majority of the organization's members

minicultures within an organization, typically defined by department designations and geographic separations

The primary, or dominant, values that are accepted throughout the organization.

A culture in which core values are intensely held and widely shared

Repetitive sequences of activities that express and reinforce the key valuews of the organization; what goals are most important' and which people are important and which ones are expendable.

The process that adaps new employees to an organization's culture

The period of learning in the socialization process that occurs before a new employee joins the organization.

The stage in the socialization process in whcih a new emplouee sees what the organization is really like and confronts the possibility that expectations and reality may diverge

The stage in the socialization process in whcih a new employee adjusts to the values and norms of the job, work group, and organization.

An examination of the differences between 3 potential merger partners prior to a merger to determine whether the culture will be able to work together.

A culture that emphasizes building on employee strengths, rewards more than punishes and emphasizes individual vitality and growth