8.11 Key Terms

Aggressive cultures value competitiveness and outperforming competitors.

Counterculture is a group with shared values and beliefs that are substantially different or even directly opposed to those of the overall organizational culture.

Divisional structure is a type of organization design based on many functional departments grouped under a division head. Each functional group in a division has its own marketing, sales, accounting, manufacturing, and production team.

Detail-oriented cultures emphasize precision and paying attention to detail.

Functional structure is type of organization design based on departments and expertise areas, such as R&D (research & development), production, accounting, and human resources.

Formal orientation program indoctrinates new employees to the company culture, as well as introducing them to their new jobs and colleagues.

Geographic structure is a type of organization design based on locations of customers that a company serves.

Innovative cultures are flexible, adaptable, and experiment with new ideas.

Matrix structure is a type of organization design around vertical and horizontal team-based structures where individuals in the team may report to multiple leaders.

Macro, General, or External environment is essentially the big picture world in which an organization exists, consisting of political, economic, social, technological, legal and environmental factors that affect the business, but over which leaders have very little if any control.

Mentor is a trusted person who provides an employee with advice and support regarding career-related matters.

Mission statement is a statement of purpose, describing who the company is and what it does.

Networked team structure is a type of organization design based on horizontal  teams that are part of an informal, flexible and decentralized network rather than hierarchical lines of authority.

Outcome-oriented cultures emphasize achievement, results, and action as important values.

Onboarding refers to the process through which new employees learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization.

People-oriented cultures value fairness, supportiveness, respecting individual rights and dignity.

Rituals are repetitive activities within an organization that help teach corporate values, increase motivation and morale, and create identification with the organization.

Stable cultures are predictable, rule-oriented, and bureaucratic.

Strong cultures consist of a majority of employees in the organization showing consensus regarding the values of the company.

Subcultures are cultures that emerge within different departments, branches, or geographic locations.

Team-oriented cultures are collaborative and emphasize cooperation among employees.

Virtual structure is a type of organization design considered boundaryless due to its dependence on information communication technologies (ICTs), where the headquarters may be the only part of a stable organizational base due to structuring around virtual connection and possibly outsourced tasks, positions, and projects.

Values are shared principles, standards, and goals.