MGMT notes for W

MGMT 

10 (pp. 344-349)

Socialization- learn

role orientation 

Institutionalized v individualized role orientation 

act the same v be creative is OK

1. Collective v. individual tactics - group learning  v individual one on one teaching 
2. formal v informal 
   
3. sequential v random  - do this until 1 month then do this v do what you want
4. fixed v variable tactics- precise v flexible(dont tell them exactly when they need to be socialized ) 
5. serial v disjunctive- taught by emily for ie v learn on own
6. Divesture v investiture - auto negative treatment v auto positive

17 (pp. 566-583)

2 columns>>>>>
Organizational Culture and ethical behavior
OC- shared norms/values
Organizational values

• terminal values- desired end state/outcome
• instrumental value - desired behavior

employees learn org values and norms through 

• org rites and ceremonies 
• formal socialization 
• org language (how people speak and dress and act)
• signs, symbols, stories- rites of passage(retirement party), integration(office parties), enhancement(award dinners)

Where Culture of O comes from

• O's ethics- societal, professional, individual 
• characteristics of people in O- asa
• nature of employment- ESOP - employee stock ownership - work harder bc see more of return- have equity in O
• design of org structure (mechanistic [tall, centralized, standard] v organic [flat, decentral]) (adaptive [FTW to motivate] v inert (fail to motivate w/ values) 

strong, adaptive companies have

1. bias for action :encourage creative
2. nature of O's mission : stick to business you know, have close relations w/ C
3. how it operates: motivate emps, balance in centralization. 

17 (pp. 583-588)

Values from national culture

Hofstede's model of NC

1. Individualism V collectivism[harmony, cohesive] : relationship bw individuals and groups. 
2. Lo[reduce inequity through taxation, prevent gap bw rich and poo] v Hi[big gap, accept differences as natural, inequities in $ and class etc] Power Distance
3. Achievement [value success, assertiveness]V nurturing[value quality of life] orientation 
4. Lo[value diversity] v Hi Uncertainty avoidance
5. LT v ST--- concentrate on Long or short term? we like now. 
6. bolded terms are which side of the model US sides on. 

differences in culture while trying to work together can be difficult and frustrating (mexico example w/ long lunches late hours v american schedule and norms.)

MGMT Models of Japanese Management

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