Chapter 3 MGT 3680 - Test 4

shared values and beliefs that underlie a company's identity Passed on to new employees through the process of socialization Influences our behavior at work Operates at different levels

enduring belief in a mode of conduct or end-state concepts or beliefs that pertain to desirable end states, transcend situations, guide selection of behavior and are ordered by relative importance

the stated values and norms that are preferred by an organization

meeting humanitys needs without harming future generations

the values and norms that are exhibited by employees based on observable behavior

extent to which personal characteristics match those from a work environment

a framework for categorizing organizational culture

a culture that has an internal focus an values flexibility rather than stability and control

a culture that has an external focus and values flexibility

a culture that has a strong external focus and values stability and control

a culture that has an internal focus and values stability and control over flexibility

long term goal describing "what" an organization wants to become

a long term plan outlining actions needed to achieve desired results

process by which employees learn an organizations values, norms, and required behaviors which permit him to participate as a member of the organization

occurs before an individual joins an organization, and involves the information people learn about different careers, occupations, professions, and organizations

presents both positive and negative aspects of a job

programs aimed at helping employees integrate, assimilate, and transition to new jobs

employees learn what the organization is really like and reconcile unmet expectatations

requires employees to master tasks and roles and to adjust to work group values and norms

process of forming and maintaining developmental relationships between a mentor and a junior person Developmental relationship strength reflects the quality of relationships among the individual and those involved in his developmental network

the variety of people in a network used for developmental assistance

the quality of relationships among people in a network

layer of organization culture: Consist of the physical manifestation of an organization's culture Acronyms, manner of dress, awards, myths and stories, published lists of values, observable rituals and ceremonies, special parking spaces, and decorations

layer of organizational culture: Constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior

Organizational members teach each other about the organization's preferred values, beliefs, expectations, and behaviors

It is important to foster a broad developmental network because the number and quality of your contacts will influence your career success.

Job and career satisfaction are likely to be influenced by the consistency between an individual's career goals and the type of developmental network at his disposal

A developer's willingness to provide career and psycho-social assistance is a function of the protégé's ability, potential, and the quality of the interpersonal relationship

Organizational culture is "the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments." This definition highlights three important characteristics of organizational culture.

Enacted values represent the values and norms that actually are exhibited or converted into employee behavior. They represent the values that employees ascribe to an organization based on their observations of what occurs on a daily basis.

A clan culture has an internal focus and values flexibility rather than stability and control. It resembles a family-type organization in which effectiveness is achieved by encouraging collaboration between employees.

An organization's financial performance (i.e., growth in profit and growth in revenue) is not very strongly related to organizational culture. Managers should not expect to increase financial performance by trying to change their organization's culture.

The encounter phase, the second phase of organizational socialization process, begins when the employment contract has been signed. During this phase employees come to learn what the organization is really like.

strategic plan: Strategic plans outline the long-term goals of the organization and spell out what is needed to meet those goals.

encounter: According to Feldman's three-phase model of organizational socialization, the encounter phase begins at employment contract inception and is when the new employee's expectations meet the reality of the organization.

friendship: Research by Kathy Kram of Boston University indicates that the mentoring process has five career functions (sponsorship, exposure-and-visibility, coaching, protection, and challenging assignments) and four psychosocial functions (role modeling, acceptance-and-confirmation, counseling, and friendship).

According to research by Higgins and Kram, a network that is comprised of weak ties all coming from the same social system receptive developmental network is composed of a few weak ties from the same social system is known as a receptive developmental network.

entrepreneurial: According to research by Higgins and Kram, the entrepreneurial network is comprised of several strong ties from different social systems making it the strongest type of developmental network.