Org. Theory and Design: Chapter 7 (Matching)

Organizational culture = Set of shared values and norms that control organizational members’ interactions Values = General criteria, standards, or guiding principles used to determine desirable or undesirable behaviors Terminal value = Desired end state or outcome that people seek to achieve Norms = Standards or styles of behavior considered acceptable for a group of people

Instrumental value = Working hard, being honest, taking risks Organizational culture = Controlling the way members make decisions and interpret the organizational environment Terminal value = Desired mode of behavior Norms = Acceptable or typical standards of behavior

Values = Determining which types of behaviors, situations, and outcomes are desirable or undesirable Organizational culture = Controlling the way members behave and manage information Norms = Setting the acceptable or typical standards of behavior for a group of people Terminal value = Affecting the desired end state or outcome sought by individuals

Values = Criteria used in determining desirable or undesirable behaviors and outcomes Instrumental value = Desired mode of behavior influencing decision making Norms = Standards of behavior influencing decision making Organizational culture = Controls the way members interpret and manage the organizational environment

Cultural differences in national values and norms = Hamper coordination in outsourcing relationships Cultural values transmitted through formal socialization practices = Encourage obedience and conformity to rules and norms Insitutionalized role orientation = Results in individuals being taught to respond to a new context in the same way as existing organizational members Organizational stories and language = Important media for communicating culture

Serial tactics = Existing members are role models and mentors for newcomers Invesiture = Newcomers immediately receive positive social support and are encouraged to be themselves Random tactics = Training based on the interests and needs of newcomers Divesiture = Newcomers receive negative social support to learn the ropes and conform to established norms

Rites of passage = Marks an individual’s entry to, promotion in, and departure from the organization Rites of integration = Build and reinforce common bonds between organizational members Rites of enhancement = Publicly recognize and reward employees’ contributions

Personal and professional characteristics of people within the organization = Contribute to the development of organizational culture Organizational ethics = Establish the appropriate way for organizational members to deal with one another and with stakeholders Property rights = Stem from how the organization distributes property rights Top managers' influence on ethical values = Can ensure the legality of organizational behavior by creating an ethical culture

Shareholders = Own the resources of the company and share in its profits Managers = Given strong rights to share in the value that the organization creates Employees = Assigned property rights based on performance and in a discriminating way Customers = Not mentioned in the text

Organizational structure = Formal system of task and authority relationships Organizational culture = Influences people's expectations about behavior and actions Social responsibility = Manager's duty to nurture, protect, and promote welfare of stakeholders and society Core competences = Skills and abilities in value-creation activities

Obstructionist approach = Managers choose not to behave in a socially responsible way Defensive approach = Managers stay within the law but make no attempt to exercise social responsibility beyond legal requirements Accommodative approach = Acknowledgment of the need to support social responsibility and balance interests of different stakeholders Proactive approach = Actively embracing the need to behave in socially responsible ways

Changing culture is difficult = Four factors interact, and major alterations are often needed to change an organization’s values Redesigning structure is needed to change culture = To change its culture, an organization might need to redesign its structure and revise property rights used to motivate and reward employees Changing people is necessary for changing culture = The organization might need to change its people to prevent its culture from changing in ways that reduce effectiveness Top managers must continually redesign structure = To offset control problems that occur with large size and complexity

Benefting workers and society directly = Organizations bear some costs helping workers, leading to direct benefits for workers and society Improving quality of life in society = If all organizations were socially responsible, the overall quality of life would be higher Moral obligation = 'It is the right thing to do' as a reason for behaving in a socially responsible manner Increasing business and profits = 'Companies that act responsibly toward their stakeholders benefit from increasing business and see their profits rise' as a reason for being socially responsible

Competitive advantage = 'Specific pattern of decisions and actions that managers take to use core competences to achieve a competitive advantage' as per text Core competences = 'Skills and abilities in value-creation activities' as per text Specialized resources = 'Two kinds of resources provide an organization with core competences' as per text Organizational strategy = Not mentioned in the text