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Underpayment inequity outcome input ratio is less

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Underpayment inequity – outcome-input ratio is less m.vii.1.b. Overpayment inequity – outcome-input ration is more 10. Lecture 9: Organizational culture and change a. Levels: general location, company b. Organizational culture (Schein)– system of shared values, assumptions, beliefs, and norms that united members of an organization b.i. Visible culture – can hear, feel or see. Includes how people dress, talk, floor plans of offices. This can tell you if an org is competitive, easy- going, formal, etc b.ii. Espoused values – ways managers and employees explain and justify action b.iii. Core values – widely shared, unconscious, and nonnegotiable – aka basic assumptions b.iii.1. Examples of core values: people orientation, innovation, stability, aggressiveness c. Culture is really important, it can improve performance c.i. Employee self-management – c.i.1. Rational controls – defining jobs, work schedules, reporting relationships, etc. These influence people to want to make the right decision via the culture
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c.ii. Stability – predictability and security help make employees feel more at ease. Continuity in culture is good. c.iii. Socialization – process of internalizing or taking organizational values as one’s own c.iii.1. Prearrival – values, attitudes, biases, and expectations that the employee brings to the org when arriving c.iii.2. Encounter stage – compare expectations about the firm’s culture with reality c.iii.3. Metamorphosis stage – bringing his/her beliefs and values closer to that of the company (chart on p. 426) c.iv. A firm entrenched w a certain culture can find it hard to change, even for survival c.v. Many times the culture starts with the founder and retains his values c.vi. Cultural symbols – icons and objects that communicate organizational values c.vii. Company rituals and ceremonies – like police having a ceremony for heroism c.viii. Company stories, c.ix. Company language – don’t use stupid euphemisms, they promote dishonesty c.x. Leadership – companies do well w good leaders at the top c.xi. Policies and decision making – make sure moves are in line with stated goals c.xii. Extent to which culture influences employees c.xii.1. Cultural uniformity v heterogeneity – sometimes separate divisions will have their own cultures. Neither uniformity nor heterogeneity is right, but they are different c.xii.2. Strong v weak culture – the more they believe it the more it will happen naturally and formal controls are unnecessary. Intrinsic motivation results c.xii.3. Culture v formalization – c.xiii. National culture can affect shit d. Types of cultures d.i. Traditional – chain of command, top-down d.ii. Employee involvement – people work together e. Different types e.i. Baseball team culture – org w rapidly changing environment, short product life cycles, high-risk decision making. Employees thrive on stress, and have little commitment to one employer e.ii. Club culture – loyal and committed employees. Promotions and experience w company are valued e.iii. Academy culture – specialized people who want to climb up the corporate ladder. Again, long and committed employees (experts, slow/steady climb
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