assumption

Examples of assumption in the following topics:

• Observable Culture

  • It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling.
  • Ravasi and Schultz (2006) stated that the culture of an organization is the asset of shared mental assumption by the members of the organization.
  • These shared mental assumptions guide interpretation and action in organizations by defining appropriate behavior for various situations.

• Accountability in Teams

  • Accountability is the acknowledgment and assumption of responsibility for actions, products, decisions, and policies.
  • Accountability is the acknowledgment and assumption of responsibility for actions, products, and decisions.

• Core Culture

  • The final component identified by Schein is parallel with the concept of core culture: assumptions.
  • The assumptions made by the individuals within an organization are so intimately tied to the core organizational culture that they are virtually unrecognizable.
  • The core culture created by leadership sets the tone for employee behavior and assumptions in the future.
  • Diagram of Schein's organizational behavior model, which depicts the three central components of an organization's culture: artifacts (visual symbols such as office dress code), values (company goals and standards), and assumptions (implicit, unacknowledged standards or biases).

• Problems with the Rational Decision-Making Model

  • Critics of the rational model argue that it makes unrealistic assumptions in order to simplify possible choices and predictions.
  • Critics of rational choice theory—or the rational model of decision-making—claim that this model makes unrealistic and over-simplified assumptions.
  • More complex models rely on probability in order to describe outcomes rather than the assumption that a person will always know all outcomes.

• Types of Organizational Culture

  • Schein focuses on artifacts, values, and assumptions:
  • These are tacit assumptions that infect the way in which communication occurs and individuals behave.
  • For example, a culture of avoiding risk wherever possible may be an assumption which employees act upon without realizing it, and without receiving any directives to do so.
  • Diagram of Schein's organizational behavior model, which depicts the three central components of an organization's culture: artifacts (visual symbols such as office dress code), values (company goals and standards), and assumptions (implicit, unacknowledged standards or biases).

• Four Theories of Leadership

  • Underlying this research is the assumption that leadership capabilities are rooted in characteristics possessed by individuals.
  • Intellectual stimulation: the degree to which the leader challenges assumptions, takes risks, and solicits followers' ideas

• Constructive Team Conflict

  • Conflict can reveal assumptions that may not apply in the current situation and thus allow the team to agree on a new course.

• Downward Communication

  • Differences in experience, knowledge, levels of authority, and status can make it more likely that sender and recipient do not share the same assumptions or understanding of context, which can result in messages being misunderstood or misinterpreted.

• Common Causes of Team Conflict

  • Ambiguity about means and ends: Lack of clarity about tasks, strategies, and/or goals can lead people to make assumptions that others do not share or agree with, which can result in conflict.

• Communicating Organizational Culture

  • Culture is indicative not only of what individuals pursue and believe in, but also their behaviors, assumptions, and communications.