as soon as the person is hired by the organization.

when the employee receives his or her first performance appraisal.

when the employee finally reconciles preemployment expectations with organizational reality.

long before the first day of work for the organization.

within the employee’s first week on the job.

Encounter

Annual appraisal

Role management

preemployment

Orientation

the applicants kept a clean slate ad avoided searching for information on the company and forming expectations.

employers and job applicants gave and received accurate information about each other.

employers and applicants experienced reality shock when meeting each other for the first time.

job applicants distorted their resume in order to get the job offered.

employers avoided forming a psychological contract.

Applicants strengthen relationships with coworkers and supervisors, practice new role behaviors, and adopt attitudes and values consistent with their new positions and the organization.

Employees form expectations (a psychological contract) about working at that organization.

Newcomers test how well their preemployment expectations fit reality.

Reality shock is experienced.

Conflicts are resolved between work and nonwork activities.

Beliefs

Organizational artifacts

Shared assumptions

Values

Languages

They are the same as espoused values.

They are so deeply embedded they probably cannot be discovered by surveying employees.

They are revealed through corporate value statements.

They rise to the surface only when employees let them.

They are not taken-for-granted perceptions, but rather conscious decisions.

look for evidence of its corporate value statements.

ask customers to evaluate the company’s effectiveness.

read public relations statements produced by the organization.

Determine what the organization’s enacted values are.

interview executives.

Aggressiveness

Respect for people

Outcome orientation

Innovation

Stability

precision

fairness

coIIaboration

tolerance

security

Outcome orientation

Aggressiveness

Innovation

Respect for people

Stability

the organization’s counterculture.

the organization’s dominant culture.

the organization’s deculturation process.

artifacts held mainly by senior executives in the organization.

rituals prevalent in the organization.

discourage conflict and dissension among employees.

rarely exist in real organizations.

ensure that corporate mergers occur without any culture clashes.

prevent organizations from developing a corporate culture.

maintain surveillance over and criticize of the company’s dominant culture.

a shared value

a multicultural organization

a subculture

an espoused value

urban culture

Artifacts

Beliefs

Values

Assumptions

Mental models

Artifacts mainly reflect the subcultures that conflict with an organization’s dominant culture.

Artifacts are the residual parts of the organization that cannot fit into its culture.

Artifacts are the main observable indicators that the organization does not have a culture.

Artifacts are the same as organizational culture.

Artifacts represent the directly observable symbols and signs of an organization’s culture.