1. The number of people directly reporting to the next level in the hierarchy.
    Span of control
  2. The programmed routines of daily organizational life that dramatize the organization’s culture.
  3. Planned displays of organizational culture, conducted specifically for the benefit of an audience.
  4. A theory which states that organizations have a natural tendency to attract, select, and retain people with values and personality characteristics that are consistent with the organization’s character, resulting in a more homogeneous organization and a stronger culture.
    ASA (attraction-selection-attrition) theory
  5. The stress that results when employees perceive discrepancies between their pre-employment expectations and on-the-job reality.
    Reality shock
  6. A method of improving organizational socialization in which job applicants are given a balance of positive and negative information about the job and work context.
    RJP: Realistic Job Preview
  7. The values and assumptions shared within an organization
    Organizational Culture
  8. An organizational culture in which employees are receptive to change, including the ongoing alignment of the organization to its environment and continuous improvement of internal processes.
    Adaptive Culture
  9. The process by which individuals learn the values, expected behaviors and social knowledge necessary to assume their roles in the organization.
    Organizational Socialization
  10. highly participative arrangements composed of people from most levels of the organization who follow the action research model to produce meaningful organizational change
    Parallel structure
  11. Is the first step of Lewin’s model; the change agent produces disequilibrium between the driving & restraining forces.
Card Set