Mgmt330 Organizational Behavior Ch 12

Customer service culture is focused on service quality because it prioritizes meeting the needs and expectations of customers. This culture emphasizes providing excellent service, addressing customer concerns, and ensuring customer satisfaction. It involves training employees to have effective communication, problem-solving, and interpersonal skills to deliver exceptional service. By fostering a customer service culture, organizations aim to build strong customer relationships, enhance their reputation, and ultimately achieve business success.

Creativity culture refers to an environment that encourages and promotes innovative thinking, brainstorming, and problem-solving. This culture values and nurtures creativity, allowing individuals to freely express their ideas and explore new possibilities. It fosters a mindset that embraces change, risk-taking, and experimentation. In a creativity culture, individuals are encouraged to think outside the box, challenge traditional norms, and come up with unique solutions. This type of culture is essential for organizations that rely on innovation and continuous improvement to stay competitive in today's dynamic and fast-paced business environment.

Diversity culture refers to an organizational environment that values and promotes diversity among its employees. It is focused on creating a workplace that embraces individuals from various backgrounds, ethnicities, genders, and experiences. This culture recognizes the unique perspectives and contributions that diverse employees bring, leading to increased creativity, innovation, and better problem-solving abilities. By fostering diversity, organizations can tap into a wider range of ideas and perspectives, ultimately leading to improved performance and customer service.

The three components of organizational culture are observable artifacts, espoused values, and basic underlying assumptions. Observable artifacts refer to the visible elements of culture such as physical symbols, language, and behavior. Espoused values are the beliefs and values that an organization publicly states and promotes. Basic underlying assumptions are the deeply ingrained beliefs and values that are taken for granted and guide the behavior and decisions of individuals within the organization. These three components together shape the overall culture of an organization.

Mentoring is a process where a junior-level employee forms a strong and lasting bond with a senior-level employee within the organization. This relationship offers the junior employee access to social knowledge, resources, and psychological support throughout their career journey. Mentoring provides guidance, advice, and encouragement to help the junior employee navigate challenges and achieve their professional goals.

Organizational culture refers to the collective understanding and beliefs that exist within a company, influencing the behaviors and attitudes of its employees. This shared social knowledge encompasses the rules, norms, and values that guide the organization's operations and interactions. It shapes how employees perceive and approach their work, as well as how they interact with each other and with external stakeholders. Organizational culture plays a crucial role in shaping the overall work environment, employee satisfaction, and organizational success.

Observable artifacts refer to the visible and tangible aspects of an organization's culture. They include symbols, physical structures, language, stories, rituals, and ceremonies that are easily observable and can be experienced by individuals within the organization. These artifacts provide insights into the values, beliefs, and norms that are prevalent in the organization. They serve as a representation of the organization's culture and can influence the behavior and attitudes of its members.

Espoused values refer to the beliefs, philosophies, and norms that an organization openly and explicitly states. These values can be communicated through various means, such as published documents or verbal statements made by managers. They represent the principles that an organization claims to uphold and guide its actions and decision-making processes. Espoused values are essential for shaping the culture and identity of an organization and can influence employee behavior and organizational practices.

Rituals are the daily or weekly planned routines that occur in an organization. These are established practices or traditions that are followed regularly and hold significance within the organization. Rituals can include team meetings, morning huddles, or weekly progress updates. They help create a sense of structure, promote teamwork, and enhance communication within the organization. By capitalizing the word "rituals," it emphasizes their importance and highlights their role in the organizational culture.

Socialization is the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture. Through socialization, employees acquire the necessary skills, attitudes, and behaviors that align with the organization's values and norms. This process involves interactions with colleagues, mentors, and other members of the organization, as well as exposure to the organization's policies, procedures, and practices. By engaging in socialization, employees become integrated into the organizational culture and are better equipped to navigate and contribute to the organization's success.

Fragmented is the correct answer because it describes an organizational culture that lacks both solidarity and sociability. In a fragmented culture, employees are distant and disconnected from one another, leading to a lack of collaboration and teamwork. This type of culture can result in a lack of communication, trust, and cooperation among employees, which can ultimately hinder the organization's overall performance and success.

Basic underlying assumptions are taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation. These assumptions are deeply embedded in the organizational culture and guide employees' actions, decisions, and interactions. They are often unconscious and can be difficult to identify and change.

Ceremonies are formal events that are typically performed in front of an audience of organizational members. These events are characterized by a sense of formality and often involve specific rituals or traditions. Ceremonies can serve various purposes, such as celebrating achievements, recognizing individuals or groups, or marking important milestones or occasions within an organization. They provide a platform for members to come together, showcase their achievements, and foster a sense of unity and pride within the organization.

Person-organization fit refers to the compatibility between an individual and the organization they work for. When there is a strong positive fit, it means that the individual's values, goals, and beliefs align well with the organization's culture and objectives. This leads to a higher level of organizational commitment from the individual, as they feel a sense of belonging, satisfaction, and loyalty towards the organization. Therefore, a strong positive effect on organizational commitment is expected when there is a strong positive fit between a person and their organization.

Mercenary culture refers to a type of organizational culture where employees have a common mindset or think alike, but they are not friendly or supportive towards each other. In this culture, individuals prioritize their own interests and personal gains over teamwork and collaboration. The focus is on individual achievement and competition, rather than building relationships and fostering a friendly work environment. This type of culture can lead to a lack of cooperation, trust, and camaraderie among employees.

Person-organization fit refers to the alignment between an individual's values and personality traits with the culture of the organization they work for. It is important for employees to have a good fit with the organization's values, beliefs, and goals in order to be satisfied and successful in their roles. When there is a high level of person-organization fit, employees are more likely to feel engaged, motivated, and committed to the organization. This fit also enhances job satisfaction and reduces turnover rates.

Networked is the correct answer because this type of organizational culture is characterized by friendly employees who all think alike. In a networked culture, there is a strong sense of teamwork and collaboration, with employees working together towards common goals. This type of culture promotes open communication and encourages employees to share ideas and knowledge. It fosters a sense of community and cooperation among employees, leading to a positive and supportive work environment.

Culture strength refers to the degree to which employees agree on the values, beliefs, and behaviors that should be followed within an organization. It reflects the level of alignment and consensus among employees regarding the organizational culture. A strong culture is characterized by a high level of agreement and consistency in employee attitudes and actions, resulting in a cohesive and unified work environment. This can lead to increased employee engagement, productivity, and overall organizational performance.

Communal culture is the type of organizational culture where all employees are friendly to one another, but everyone thinks differently and does their own thing. In this culture, there is a sense of community and collaboration, but individuality and independence are also valued. This type of culture encourages diversity of thought and allows employees to work in their own unique ways, while still maintaining a positive and supportive environment.

Person-organization fit refers to the compatibility between an individual's values, beliefs, and goals, and the culture and values of the organization they work for. A weak positive effect on job performance means that there is a slightly positive relationship between person-organization fit and job performance. This suggests that when there is some level of fit between an individual and their organization, it can have a small positive impact on their job performance. However, the effect is not strong, indicating that other factors may also influence job performance.

Organizations change their cultures by changing their leadership or through mergers and acquisitions. Leadership plays a crucial role in shaping the culture of an organization. A change in leadership can bring about a shift in values, behaviors, and overall organizational culture. On the other hand, mergers and acquisitions can also lead to cultural change as two organizations with different cultures come together and need to integrate their practices and values. Therefore, both leadership and mergers/acquisitions can be effective strategies for driving cultural change within organizations.

Countercultures refer to a type of subculture that holds values and beliefs that are in opposition to the dominant values of the organization or society. These subcultures often challenge the norms and traditions of the mainstream culture, promoting alternative ideologies and lifestyles. By capitalizing the term "countercultures," it emphasizes its significance as a specific type of subculture that deviates from the organizational values.

Realistic Job Preview (RJP) is the process of providing a potential employee with a clear understanding of both the positive and negative aspects of the potential job. By giving a realistic preview of what the job entails, including its challenges and drawbacks, candidates can make informed decisions about whether the job is a good fit for them. This helps to reduce early turnover among new employees as they have a better understanding of the job before accepting it. RJPs are considered inexpensive and effective as they help manage expectations and ensure that candidates have a realistic view of the job.

The effectiveness of a culture within a company is determined by how well it aligns with the external environment. This means that the culture should be able to adapt and respond to the conditions and demands of the outside environment in order to thrive and succeed. By considering and adjusting to the external environment, a company's culture can better support its overall goals and objectives.

Organizations maintain their culture through ASA, Socialization, Attraction-Selection-Attrition, and Socialization. ASA refers to the process of attracting, selecting, and retaining individuals who align with the organization's values and culture. Socialization plays a crucial role in transmitting and reinforcing the organization's values, norms, and beliefs to new employees. Attraction-Selection-Attrition ensures that individuals who do not fit into the organization's culture are either not attracted or selected, or they leave the organization over time. Overall, the combination of ASA and socialization helps organizations maintain a consistent and cohesive culture.

Organizations can improve the socialization of new employees by utilizing realistic job previews and mentoring. Realistic job previews provide new employees with a clear understanding of what their job entails, including both the positive and negative aspects. This helps them to have realistic expectations and reduces the likelihood of early turnover. Mentoring, on the other hand, involves pairing new employees with experienced employees who can provide guidance, support, and advice. This helps new employees to feel supported and connected within the organization, and facilitates their learning and development.

Organizational socialization is the process through which new employees learn about and adapt to the culture, values, and norms of an organization. The dimensions mentioned in the question - Goals and Values, Performance Proficiency, People, Language, Politics, and History - are all aspects that contribute to the organizational socialization process. By understanding and assimilating these dimensions, employees can become more familiar with the organization's goals, expectations, and overall culture, leading to better integration and performance within the company.

In organizations with strong cultures, employees have a shared understanding of how things are supposed to happen and their behaviors align with those expectations. This means that employees consistently exhibit the expected behaviors and meet the established expectations.