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Management Final Exam Study Guide- Includes cumulative material

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MKTG 372

Organizational culture pg 522 OC is descriptivejob satisfaction is evaluativeA system of shared meaning held by members that distinguishes the organization from other organizations concerned with how employees perceive the characteristics of an organizations culture not whether they like them 7 Characteristics1Innovationrisk takingdegree to which employees r encouraged to be innovativetake risks 2Attention to detailemployees r excepted to exhibit precision analysisattention to detail3Outcome orientationmanagement focus on total sales rather than processed used to achieve that4People orientationhow ppl treat another5Team orientationhow much companies work as a team6Aggressivenessppl r aggressivecompetitive rather than easy going Ex ppl trying to beat out another for a promotion 7Stabilityppl like to keep things the same not rock the boatHow its different from the corporate imageCommon perceptions held by organization members shared beliefsvalues its the way we do things around here a pattern of assumptions if it works they continue these assumptions sense of continuity that tells us who we are social glue something that pulls people togetherDominant cultureExpresses the core values shared by a majority of the organizations membersSubculturesTend to develop in large organizations to reflect common problems situations or experiences faced by groups of members in the same department or location mini cultures win an organizationCore value the primary or dominant values that are accepted throughout the organizationStrong CulturesA culture in which the core values are intensely heldwidely shared should reduce employee turnover cuz it demonstrates high agreement about what the organization representsWeak cultureWhat do cultures doCultures Functions1Has a boundary defining role it creates distinctions bw 1 organizationothers2It conveys a sense of identity for organization members3Culture facilitates the generation of commitment to something larger than individual selfinterest4It enhances the stability of the social system Its the social glue that helps hold the organization together by providing appropriate standards for what employees shouldshouldnt saydo5Its a sensemakingcontrol mechanism that guidesshapes employees attitudesbehavior 6Defines the rule of gameOrganization fit is whether the applicants or employees attitudesbehavior are compatible with the culturestrongly influences who gets a job offer a favorable performance review or a promotionOrganizational climate shared perceptions or organizational members have about their organizationwork environment aoverall workplace climate has been linked to higher customer satisfactionfinancial performanceCulture as a liability Institutionalization an organization is valued for itselfnot for the goods or services it producesit takes on a life of its own apart from its founders or membersBarriers to change when companies are going under rapid change its previous culture may no longer workBarriers to diversity hiring new employees who differ from the majority creates a paradoxBarriers to acquisitionsmergers cultural compatibility when companies mergeCreatingsustaining cultureHow a culture begins1Founders hirekeep only employees who thinkfeel the same way they do2They indoctrinatesocialize these employees to their way of thinkingfeeling3The founders own behavior encourages employees to identify w theminternalize their beliefs valuesassumptions Sustaining a cultureSelection practices is to identifyhire individuals w the knowledge skillsabilities to perform successfully They judge how well the candidate will fit into the organization picks ppl w values that are consistent w a good portion of the companiesTop management actions of top management has a major impact on the organizations culture Through actions or words senior executives develop norms that filter through the organizations where aboutsSocialization a process that helps new employees adapt to the prevailing culture Prearrival stage recognizes that each individual arrives w a set of values attitudesexpectations about both the work to be donethe organization Encounter stage new employee sees what the organization is really likeconfronts the possibility that expectationsreality may diverge Newcomers are more committed when friendscoworkers help them learn the ropes Metamorphosis stage when a new employee changesadjusts to the new job work grouporganization The outcomes are productivity commitmentturnover
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