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| The quality of interactions among people and whether they share a common perspective. Social capital also concerns the influence of norms and values on how people work together and how they treat one another and customers. |
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| A set of values, norms, guiding belies, and understandings that is shared by members of an organization and is taught to new members |
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| Artifacts for cultures that are elaborate, planned activities that make up a special event and are often conducted for the benefit of an audience. |
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| Artifacts for cultures that are elaborate, planned activities that make up a special event and are often conducted for the benefit of an audience. |
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| Narratives based on true events that are frequently shared among organizational employees and told to new employees to inform them about an organization. |
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| Serve as models or ideals for serving cultural norms and values |
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| Stories where the events are historic and may have been embellished with fictional details |
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| Stories that are consistent with the values and beliefs of the organization but are not supported by facts. |
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| Something that represents another thing. A tool for interpreting culture. |
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| Many companies use a specific saying, slogan, metaphor, or other form of language to convey special meaning to employees. It is a final technique for influencing culture. |
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| Characterized by strategic focus on the external environment through flexibility and change to meet customer needs. |
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| Characterized by emphasis on a clear vision of the organization's purpose and on the achievement of goals, such as sales growth, profitability, or market share, to help achieve the purpose. |
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| Primary focus on the involvement and participation of the organization's members and on rapidly changing expectations from the external environment. |
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| Internal focus and a consistency orientation for a stable environment. |
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| The degree of agreement among members of an organization about the importance of specific values. |
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| Develop to reflect the common problems, goals, and experiences that members of a team, department, or other unit share. |
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| The code of moral principles and values that governs the behaviors of a person or group with respect to what is right or wrong. |
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| Arises from a set of codified principles and regulations that describe how people are required to act, that are generally accepted in society, and that are enforceable in the courts. |
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| Principles that guide the decisions and behaviors of managers with regard to whether they are right or wrong. |
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| An extension of this idea and refers to management's obligation to make choices and take action so that the organization contributes to the welfare and interest of all organizational stakeholders, such as employees, customers, shareholders, the community, and the broader society |
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| Arises in a situation concerning right and wrong in which values are in conflict. |
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| A relationship between a leader and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leader. |
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| A high-level company executive who oversees all aspects of ethics, including establishing and broadly communicating ethical standards, setting up ethics training programs, supervising the investigation of ethical problems, and advising managers on the ethical aspects of corporate decisions. |
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| Hotlines that employees can use to seek guidance as well as report questionable behavior. |
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| Employee disclosure of illegal, immoral, or illegitimate practices on the part of the organization. |
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| A formal statement of the company's values concerning ethics and socail responsibility; it clarifies to employees what the company stands for and its expectations for employee conduct. |
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| Measures and reports the ethical, social, and environmental impact of a company's operations. |
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| A cross-functional group of executives who oversee company ethics. |
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| Members develop a collective identity and know how to work together effectively |
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