Organizational behavior chapter 17

Organizational culture -- the set of shared values, beliefs, and norms that influences the way employees think, feel, and behave toward each other and toward people outside the organization values -- general criteria, standards, or guiding principles that people used to determine which types of behaviors, events, situations, and outcomes are desirable or undesirable
terminal value -- a desired end, State, or outcome that people seek to achieve
instrumental value -- a desired mood or type of behavior that people seek to follow
organizational ethics -- the moral values, beliefs, and rules that establish the appropriate way for an organization and its members to deal with each other and with people outside the organization
whistleblowing -- when an employee decides to inform an outside person or agency about illegal or unethical managerial behavior

Summary
Organizational culture is an important means through which organizations corny and motivate the behavior of their members. An organization can shape work attitudes and behaviors by the way it invests in and rewards employees overtime and by its attempts to encourage values of excellence.

Organizational culture is the set of shared values, beliefs, and norms that influences the way employees think, feel, and behave toward each other and toward people outside the organization.

There are two kinds of organizational values: terminal (a desired outcome) and instrumental (a desired mode of behavior). Ideally, instrumental values help the organization to achieve its terminal values.

Culture is transmitted to an organization's members by means of socialization and training programs and stories, ceremonies, and language used by members of the organization.

Organizational culture develops from the interaction of four factors:
the personal and professional characteristics of people within the organization
organizational ethics
the nature of the employment relationship between a company and its employees
and the design of its organizational structure.
These factors work together to produce different cultures and different organizations and caused changes in culture over time.

Different organizations have different kinds of cultures because they attract, select, and retained different kinds of people. Because of the organization's founder is instrumental in initially determining what kind of people get selected, a founder can have a long-lasting effect on an organization's culture.

Ethics are the moral values, beliefs, and rolls that establish the right or appropriate ways in which one person or group should interact in deal with another person or group. Organizational ethics are a product of societal, professional, and individual ethics.

The nature of the employment relationship between the Company and its employees causes the development of particular norms, values, and attitudes toward the organization.

Different organizational structures give rise to different patterns of interaction among people. These different patterns lead to the formation of different organizational cultures.

Adaptive cultures are those whose values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective. In our cultures are those that lead to values and norms that fail to motivate or inspire employees; they lead to stagnation and often failure over time.

Another important determinant of organizational culture is the values of the nation in which a company is founded and has its home operations.

A company can help to build and sustain an ethical culture by establishing the right kinds of incentives and rules for rewarding ethical behavior, by establishing a strong board of directors, and by making sure employees follow the legal rules and guidelines established by government agencies and watched by consumer groups.