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Organizational Culture
A common perception held by the organizations members; a system of shared meaning. Characteristics:
1. Innovation and risk taking 2. Attention to detail 3. Outcome orientation 4. People orientation 5. Team orientation 6. Aggressiveness
7. Stability
There are extensive rules and regulations in this firm that employees are required to follow. Managers supervise employees closely to ensure there are no deviations. Management is concerned with high productivity, regardless of the impact on employee morale or turnover.
Work activities are designed around individuals. There are distinct departments and lines of authority, and employees are expected to minimize formal contact with other employees outside their functional area or line of command. Performance evaluations and rewards emphasize individual effort, although seniority tends to be the primary factor in the determination of pay raises and promotions.
Subcultures Minicultures within an organization, typically defined by department designations and geographical separation.
Strong Culture A culture in which the core values are intensely held and widely shared.
2. Barrier to diversity
3. Barrier to acquisitions and mergers
Top Management
Senior executives help establish behavioral norms that are adopted by the organization.
Socialization
The process that helps new employees adapt to the organizations culture.
Encounter Stage
The stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge.
Metamorphosis Stage
The stage in the socialization process in which a new employee changes and adjusts to the work, work group, and organization.
A Socialization Model
Material Symbols
Language