Quiz Four

• A system of shared beliefs and values that develops within an organization and guides the behavior of its members.
• -Social Glue that binds memebrs of the organization together

• Level 1: Observable Artifacts
• Level 2:  Espoused Values & Enacted Values
• Level 3: Basic Assumptions

• -Physical Manifestations such as manner of dress, awards, myths and stories about the company
• -VISIBLE behavior exhibited by managers & employees
• EXAMPLE: JCPenny showing a more flexible, informal culture allows business-casual and jeans on fridays

LEVEL 2 of Organizational Culture

• Espoused Values- Explicitly STATED values and norms preferred by an organization
• Example: Signs posted stating that Trust is one of the driving principals
• Enacted Values-represent the values and norms actually EXHIBITED in the organization
• Example: Policy searching employees' upon entering and exiting despite the "trust" principal

-LEVEL 3-ORGANIZATIONAL CULTURE

-NOT observable

-Represent the CORE VALUES of the organization's culture

-Those taken for granted and highly resistant to change

example: "Challenge the expected" motivate employees to go outside of their roles

• 1. It gives members an 
• ORGANIZATIONAL IDENTITY
• Example: Southwest top executives reinforce the co's message=workers should be treated like customers & they celebrate employees who go beyond the call of duty

• 2. It facilitates
• COLLECTIVE COMMITMENT
• Example: "a company that employees are proud to be apart of." Room for career growth, and there is no reason to leave.

• 3. It promotes Social-System Stability
• Example: the more effectivley conflict and change are managed the more employees perceive the work enviornment to be posotive and reinforcing. Providing displaced workers with 6 months to find new jobs.

• 4. It shapes Behavior with SENSE-MAKING DEVICE 
• Example: Helps employees understand why the organization does what it does and how it intends to accomplish long-term goals. Internship/co-op program provides 30% of new college hires.  

-a formal system of task and reporting relationships that coordinates and motivates an organization's members so that they can work together that achieve the organization's goals.

-is a box-and-lines illustration showing the formal LINES OF AUTHORITY & the organization's OFFICIAL POSITIONS OR WORK SPECIALIZATIONS

1. The VERTICAL HIERARCHY OF AUTHORITY-Who reports to who

• 2. The HORIZONTAL SPECIALIZATION-
• Who specializes in what work

• 1. Common Purpose
• 2. Coordinated Effort
• 3. Division of Labor
• 4. Hierarchy of Authority
• 5. Span of Control
• 6. Authority, Responsibility & Delegation

The means for unifying employees and giving everyone an understanding of the organization's reason for being.

The coordination of individual effort into groups or organization-wide effort.

• AKA Work Specialization for Greater Effeciency
• The arrangement of having discrete parts of a task done by different people. An organization can delegate parts of the entire work effort to be performed by specialists thus resulting in greater effeciency.

• Chain of Command.
• A control mechanism for making sure the right people do the right things at the right time.
• Authority works better when arranged in a hierarchy
•  UNITY OF COMMAND- and employee should report to no more than ONE manager.

• Span of Management
• Refers to the number of people reporting directly to a given manager

• 2 types=
• 1. NARROW (TALL) - manager has limited number of ppl reporting. Example-Three VP'S report to ONE president...instead of 9 VP's
• 2. WIDE (FLAT) - manager has several ppl reporting. Example- First line supervisor has 40 subordinates