-
________ Values are reflected in the way employees actually behave.
Enacted
-
Espoused values are what we say we value. These can be found in:
(Which of the following would you not find espoused values ie. Financial reports….)
- Annual Reports
- Employee Handbooks
- Quarterly Employee Newsletters
-
Deeply held beliefs that guide behavior and tell members of an organization how to perceive and think about things
Assumptions
-
The three perspectives needed for the relationship of Culture to Performance:
(Which of the following would not be correct?)
- Strong Culture Perspective
- Fit Perspective
- Adaptation Perspective
-
Symbols communicate organizational culture by unspoken messages. Employees’ _________, __________, and __________ are indicative of an organization’s culture.
(Which does not belong?)
- Dress Codes
- Performance Expectations of Employees
- Use of Job Titles
-
Everyday organizational practices that are repeated over and over
Rituals
-
________ are the most effective way to reinforce organizational values
Stories
-
A culture that encourages confidence and risk taking among employees, has leadership that produces change, and focuses on the changing needs of customers
Adaptive Culture
-
symbols of culture in the physical and
social environment. Most visible and accessible level of culture
Artifacts
-
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.
Organizational/Corporate Culture
-
Mechanistic structure emphasizes structured activities, specialized tasks, and
centralized decision making. In mechanistic structures __________, __________, and __________ are high.
formalization, specialization, and centralization
-
What are the 4 Contextual Variables:
- 1. Size
- 2. Technology
- 3. Environment
- 4. Strategy and Goals
-
The number of employees reporting to a
supervisor
Span of Management (Span of Control)
-
In regards to Specialization, sometimes called ______________, is the degree to which organizational tasks are subdivided
into separate jobs.
division of labor
-
Tall organizational structures are usually associated with ___________.
Centralization
-
___________ is the degree to which the organization role is defined by formal documentation. An example would be __________, ____________, _______ and _________.
Formalization
organizational policies, procedures, rules and regulations
-
Management information systems are both a ____________ and ________ Integration Device
Vertical and Horizontal
-
The process of coordinating the different parts of an organization.
Integration
-
_________ organizations have less vertical differentiation
Flat, Wide
-
The process of deciding how to divide the work in an organization
Differentiation
-
The ________________ shows the formal lines of authority and the supervisor-employee reporting relationships.
Organizational Chart
-
_____________ is the process of constructing and adjusting an organization’s structure to achieve its goals. The process begins with the ______________.
Organizational design / Organization’s Goals
-
The process by which newcomers are transformed from outsiders to participating, effective members of an organization
Organizational Socialization
-
Newcomers who are successfully socialized should exhibit:
(The question will ask which is the exception)
Good performance
The intent to stay with the organization
Low levels of distress symptoms
-
The primary purpose of socialization is the ___________ to the new organization members.
Transmission of Core Values
-
An _________ organizational culture can be developed through executive role modeling, disseminating a code of ethics and conduct, and encouraging whistle-blowing.
Ethical
-
Three characteristics of the organizations that
will succeed in meeting the competitive challenges that businesses face
Adaptiveness, Flexibility, and Responsiveness
-
Most organizations center on the idea that they must create a culture that encourages _________.
Ethical Behavior
-
Change in which the organization moves to a radically different, and sometimes unknown, future state. (Examples: A new mission, culture, strategy, and goals)
Transformational
-
An individual or group from within or outside the company whose role involves the
stimulation, guidance, and stabilization of change
The Change Agent (The “Doer”)
-
What are the 3 Positive Internal Change Agents?
1. Will have valuable insights into both the formal and informal organization.
- 2. Will be aware of the organization’s political system, understanding potential
- sources of support and segments where resistance could arise.
3. Will have to live with the outcomes of the decision.
-
A positive feature of the __________ is that they will be preferred by employees because of their impartiality.
External Change Agent
-
Regarding reasons why people resist change, change often brings with it substantial uncertainty. This creates __________.
Fear of the Unknown
-
Organizational change may shift the existing balance of power in the organization. Internally initiated change may stall or be rendered unsuccessful because of ___________.
Politics
-
3 key strategies for managing resistance to change are:
- 1. Communication
- 2. Participation
- 3. Empathy and Support
-
According to Lewin's Model for Change, __________ is movement away from the status quo.
Unfreezing
-
The 3rd step in Lewin's Model for change is _____________.
Re-Freezing
(Unfreezing, Moving, Re-Freezing)
-
Re-Freezing is the establishment of the ________.
New Status Quo
-
A systematic approach to organizational improvement that applies behavioral science theory and research in order to increase individual and organizational well-being and effectiveness.
Organization Development
-
List of Group-Focused Techniques for OD Intervention:
- Survey Feedback
- Management By Objectives (MBO)
- Product and Service Quality Programs
- Team Building
- Process Consultation
(Question will read...Which one of the is NOT a technique?)
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