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ORGANIZATIONAL CULTURE - Coggle Diagram

- - - - culture is social knowledge among members
      - the rules, norms, and values
  - - - visible cues employees use to understand and navigate an organization's culture
      - Symbols: Logos, images, uniforms, like Apple's logo evoking creativity.
      - Physical Structures: Open offices, separate management areas, personalized spaces signal different working styles.
      - Language: Jargon, slang, slogans like Microsoft's "licking the cookie" for claiming a project.
      - Stories: Anecdotes and legends passed down to explain values, like Starbucks' milk waste and innovative solution.
      - Rituals: Daily routines or incentives, like New Belgium Brewery's post-shift beer ritual.
      - Ceremonies: Formal events that build solidarity and connect employees, like Care.com's annual desk shuffle.
    - - the beliefs, philosophies, and norms that a company explicitly states
      - company’s vision or mission statement, to verbal statements made to employees by executives and managers
    - - employee's beliefs and philosophies acted
      - not explicitly followed, but implicit in them still provide a high level of value when they are performed
- - - - Employees are drawn to companies with cultures that match their personality. Misalignment discourages applications and leads to unhappiness.
      - Companies actively seek candidates who fit their existing culture. Selection processes favor such candidates.
    - - Anticipatory Stage: Before starting work, new employees learn about the company's culture (attitudes, knowledge, skills, and behaviors).
      - Encounter Stage: First day to when new employees compare expectations with reality. Mismatches ("reality shock") can be minimized by accurate pre-information and onboarding support.
      - Adjustment Stage: Newcomers fully absorb the culture, accept organizational goals and values, build relationships, and understand their role. Enthusiasm, teamwork, and role competency characterize this stage.
  - - - Leaders and executives play a crucial role in shaping and changing organizational culture:
      - Leaders sometimes maintain, but often drive change due to environmental shifts.
    - - Mergers
        
        New culture emerges from strengths and similarities of the merging entities.
        
        Aiming for a "best of both" isn't always achieved, especially in global mergers with clashing cultures.
        
        Cultural focus during mergers can ease the impact on employee attitudes and behaviors.
      - Acquisitions
        
        Dominant culture of the acquiring company often prevails.
        
        Acquired company usually adapts, though "infusion" strategies exist.
        
        Changing core cultures is difficult and requires careful consideration.
- - - - knowledge, skill, capacities
    - - roles, norms, status, size, cohesiveness
      - role: set of expected behavior patterns attributed to someone occupying a given position
      - kỳ vọng về vai trò: tại vị trí đó thì sẽ kỳ vọng ntn đối với người có vai trò
        hợp đồng tâm lý
        xung đột vai trò
      - norms: acceptable standards of behavior within a group that are shared by the group's