Conflict is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affects, something that the first party cares about.
Hofstede’s cultural dimensions theory describes the effects of a society’s culture on the values of its members, and how these values relate to behavior, using a structure derived from factor analysis. 6 dimensions of Hofstede’s cultural dimensions theory; (1) Power Distance Index (PDI), (2) Individualism vs. Collectivism (IDV), (3) Uncertainty Avoidance Index (UAI), (4) Masculinity vs. Femininity (MAS), (5) Long-term Orientation vs. Short-term Orientation (LTO), and (6) Indulgence vs. Restraint (IND).
Theory Z management tends to promote stable employment, high productivity, and high employee morale and satisfaction. Theory Z stresses the need for the workers to become generalists, rather than specialists, and to increase their knowledge of the company and its processes through job rotations and constant training.
5 steps to building an organizational culture; (1) teach it (2) define it (3) live it,(4) measure it and (5) reward it.
Socialization describes a process which may lead to desirable outcomes—sometimes labeled “moral”—as regards the society where it occurs.
Strong organizational culture works like strong social glue, which bonds members of an organization together through shared goals. Weak organizational culture allows for an increase in turnover of employees because of a lack of corporate cohesiveness and mission.
Organizational culture is the sum of values and rituals which serve as glue to integrate the members of the organization.
Culture is defined as the shared patterns of behaviors and interactions, cognitive constructs, and effective understanding learned through socialization.