Module 4 drop box -

Common Elements of Culture

Innovation

•The degree to which employees are expected to be creative and take risks

Stability

•The degree to which activities focus on the status quo rather than change

Attention to Detail

•The degree to which ther is concern fo rprecision and detail

Outcome Orientation

•The degree to which management decisions ae sensitive to individuals.

People Orientation

•The degree to wich management

emphasizes results

Team Orientation

•The degree of emphasis on

collaboration and teamwork

Aggressiveness

•The degree to which employees are expected to be

competitive rather than easygoing

Aspects of Organizational Citizenship

The Clinical Strategy for Change

Gaining Knowledge of the Organization

Diagnosis Prognosis

Prescription

Evaluation

A Growth-Centered Strategy for Change

Change is a property of healthy school organizations

Cjamge has direction

Change shoudld imply progress

Teachers have high potential for the

development and implementation of change

The Norm-changing strategy for change

Identify the surface

norms

Articulate new

directions

Establish new norms

Identify culture

gaps

Close the culture

gaps

Sources of Authority

Charismatic

• Rests on devotion to an extraordinary individual who is leader by virtue of personal trust or exemplary qualities

Traditional

• Is anchored in an established beleif in the sanctity of the status of those exercising authority in the past.

Legal • I based on enacted laws that can be changed by formally correct procedures

Formal • Is vested in the organization and is legally established in positions, rules, and regulations

Functional • Has a variety of sources, including authority of competence and authority of person

Informal

• Is still another source of legitimate control stemming from personal behavior and attributes of individuals

Sources of Power

Rewarding

• Influence subordinates by rewarding

their desirable behavior

Coercive

• Ability to influence subordinates by punishing them for undesirable behavior

Legitimate

• Ability to influence the behavior of subordinates simply becuase of formal position

Referent

• Ability to influence behavior based on subordinates' liking and identificaiton wi the administrator

Expert

• Ability to influence subordinates behavior on the basis of specialized knowledge and skill

Political Tactics

Ingratiating

• used to gain the goodwill of another through doing favors, being attentive, and giving favors

Networking

• The process of forming relationships wiht influential people

Information Management

• Individuals use to control others or build their own status

Impression Management

• A simple tactic that almost everyone uses from time to time to create a favorable image

Coalition Building

• The process of individuals banding together to achieve common goals

Scapegoating

• Blaming and attacking others when things go wrong or badly

Increasing Indispensability

• Tactic by which individuals or units make themselves necessary to the organization