G fraternity sorority pledges go thru this to shape

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e.g. fraternity, sorority “pledges” go thru this to shape them into proper role ** bold → more management relies on these kinds of programs (better) Effects of Layoffs - can mean that ppl who know the culture best leave the org. - fear & stress about layoffs can seriously erode company’s culture Matching People With Cultures - (Goffee & Jones) 2 dimensions that underlie org. culture: Sociability : measure of friendliness (high ppl orientation, high team orientation, focus on processes) high sociability: ppl do kind things for one another w/o expecting sth in return; relate to each other in friendly, caring way Solidarity : strength of group’s task orientation (high attention to detail, high aggressiveness) high solidarity: ppl can overlook personal biases and rally behind common interests & common goals Four-Culture Typology Sociability H IGH Networked Communal L OW Fragmented Mercenary L OW H IGH Solidarity
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P ART 4: S HARING THE O RGANIZATIONAL V ISION Sociability Solidarity D OWNSIDE Networked culture HIGH LOW - org view members as family & friends - ppl know & like each other, willingly help others, openly share info - strong sense of belonging - passionate identification w/ company product e.g. some family businesses focus on friendships can lead to tolerance for poor performance & creation of political cliques Mercenary culture LOW HIGH - fiercely goal-focused - ppl are intense & determined to meet goals - ppl have enthusiasm for getting things done quickly & powerful sense of purpose - not just abt winning; also abt destroying enemy - objectivity leads to minimal degree of politicking - may have lil tolerance for socializing / small talk can lead to almost inhumane treatment of ppl who are perceived as low performers Fragmented culture LOW LOW - made up of individualists - commitment is 1 st & foremost to members & their job tasks - lil / no identification w/ organization - employees judged solely on their productivity & quality of work e.g. some large accounting, law firms; uni’s (profs are judged on research & scholarship, don’t need to be friendly to retain status) can lead to excessive critiquing of others & absence of collegiality and cooperation Communal culture HIGH HIGH - value friendship & performance - ppl have feeling of belonging, but there’s still ruthless focus on goal achievement - leaders tend to be inspirational & charismatic w/ clear vision of org’s future often consumes employee’s life (charismatic leaders often expect to create disciples rather than followers → “cult-like” work climate THE LIABILITIES OF CULTURE - reduces ambiguity Culture as a Barrier to Change - employees less likely to have shared values when org’s environment is dynamic - consistency (even tho an asset when facing stable environment) may burden org & make responding to changes in environment difficult - strong cultures: practices that led to previous successes can lead to failure (practices need to match up well w/ environmental needs)
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P ART 4: S HARING THE O RGANIZATIONAL V ISION Culture as a Barrier to Diversity - management wants new employees (race, gender, disability diff’s) to accept org’s core culture values, while openly acknowledge, demonstrate support for diff’s these employees bring to workplace (paradox) -
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