chapter 3 organizational culture, socialization & mentoring organizational culture: definition...
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Chapter
3 Organizational Culture, Socialization
& Mentoring
Organizational Culture, Socialization
& Mentoring Organizational Organizational
Culture: Definition Culture: Definition and Contextand Context
Developing High Developing High Performance Performance CulturesCultures
The The Organizational Organizational Socialization Socialization ProcessProcess
Embedding Embedding Organizational Organizational Culture Through Culture Through MentoringMentoring
Organizational Culture
Organizational Organizational Culture Culture is “The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.”
3-2
Understanding Organizational Culture
Antecedents
• Founder’s values
• Industry & business environment• National culture• Senior leaders’ vision and behavior
Organizational Structure &
Practices
• Reward systems
• Organizational
design
Organizational Culture
• Observable artifacts
• Espoused values
• Basic assumptions
Group & Social Processes
• Socialization
• Mentoring• Decision making
• Group dynamics• Communication
• Influence & empowerment• Leadership
Organizational Outcomes
• Effectiveness
• Innovation & stress
Collective Attitudes &
Behavior
• Work attitudes
• Job satisfaction
• Motivation
3-3Figure 3-1
Layers of Organizational Culture
Observable Artifacts physical manifestations of an organization’s culture
Values enduring belief in a mode of conduct or end-state Espoused Values stated values and norms that are
preferred by an organization Enacted Values values and norms exhibited by
employees
Basic Assumptions unobservable—represent the core of organizational culture
3-4
Four Functions of Organizational Culture
Organizationalculture
Sense-makingdevice
Organizationalidentity
Social systemstability
Collectivecommitment
3-4Figure 3-2
Constructive Culture
Constructive Culture employees are encouraged to interact with others and to work on tasks and projects that will assist in satisfying their needs to grow and develop
High priority on constructive interpersonal relationships, and focus on work group satisfaction
Affiliative
Participative, employeecentered, and supportive
Humanistic-encouraging
Value self-development and creativity
Self-actualizing
Goal and achievement oriented
Achievement
Organizational Characteristics
Normative Beliefs
3-5Table 3-1
Passive Defensive Culture
Passive Defensive Culture overriding belief that employees must interact with others in ways that do not threaten their job security
Negative reward system and Defensive avoid accountability
Avoidance
Nonparticipative, centralized decision making, and employees do what they are told
Dependent
Conservative, bureaucratic, and people follow the rules
Conventional
Avoid conflict, strive to be liked by others, and approval oriented
Approval
Organizational Characteristics
Normative Beliefs
3-6Table 3-1 cont.
Aggressive-Defensive Culture
Aggressive-Defensive Culture encourage employees to approach tasks in forceful ways in order to protect their status and job security
Perfectionistic, persistent, and hard working
Perfectionistic
Winning is values and a win-lose approach is used
Competitive
Nonparticipative, take charge of Defensive subordinates, and responsive to superiors
Power
Confrontation and negativism rewarded
Oppositional
Organizational Characteristics
Normative Beliefs
3-7Table 3-1 cont.
Evidence from Organizational Culture Research
1) Organizational culture was significantly correlated with employee attitudes and behavior
2) Congruence between an individual’s values and the organization’s values was associated with organizational commitment, job satisfaction, intentions to quit, and turnover
3) Organizational culture did not predict a company’s financial performance
4) Mergers frequently failed due to incompatible cultures
3-8
Firm succeeds.Business leaders emphasize the importance of
constituencies and leadership in creating the success.
Early business leaders create an implement a business visionand strategy that fits the business environment well.
A strong culture emerges with a core that emphasizes service to customers, stockholders, and employees, as well as the importance of leadership.
Subsequent top managers work to preserve theadaptive core of the culture.
They demonstrate greater commitment to itsbasic principles than any specific business
strategy or practice.
Developing an Adaptive Culture3-9
Figure 3-3
Embedding Culture in Organizations
1) Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection and socialization
2) The design of physical space, work environments and buildings
3) Slogans, acronyms, and sayings4) Deliberate role modeling, training programs,
teaching and coaching by managers and supervisors
5) Explicit rewards, status symbols (e.g. titles), and promotion criteria
6) Stories, legends, or myths about key people and events
3-10
Embedding Culture in Organizations Cont.
7) The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control
8) Leader reactions to critical incidents and organization crises
9) The workflow and organizational structure10) Organizational systems and procedures11) Organizational goals and the associated
criteria for recruitment, selection, development, promotion, layoffs, and retirement of people
3-11
Organizational Socialization
Phases Perceptual and Social Processes
1) Anticipatory socialization learning that occurs prior to joining the organization
Anticipating realities about the organization and the new job
Anticipating organization’s needs for one’s skills and abilities
Anticipating organization’s sensitivity to one’s needs and values
3-12Figure 3-4
Organizational Socialization
Phases Perceptual and Social Processes
2) Encounter values, skills, and attitudes start to shift as new recruit discovers what the organization is truly like
Managing lifestyle-versus-work conflicts
Managing intergroup role conflicts
Seeking role definition and clarity
Becoming familiar with task and group dynamics
3-13Figure 3-4 cont.
Organizational Socialization
Phases Perceptual and Social Processes
3) Change and acquisition recruit masters skills and roles and adjusts to work group’s values and norms
Competing role demands are resolved
Critical tasks are mastered
Group norms and values are internalized
3-14Figure 3-4 cont.
Organizational Socialization
Phases
1) Anticipatory socialization2) Encounter
3) Change and acquisition
Outsider
Behavioral Outcomes
Performs role assignments
Remains with organization
Spontaneously innovates and
cooperates
Socialized Insider Affective Outcomes
Generally satisfied
Internally motivated to work
High job involvement
3-15Figure 3-4 cont.
Socialization Tactics
Not clearly distinguishing a newcomer from more experienced members
Informal
Practice of segregating a newcomer from regular organization members during a defined socialization period
Formal
Treating each newcomer individually and exposing him or her to more less unique experiences
Individual
Consists of grouping newcomers & exposing them to a common set of experiences
Collective
DescriptionTactic
3-16Table 3-2
Socialization Tactics
Does not provide a timetable for the assumption of the role
Variable
Provides a timetable for the assumption of the role
Fixed
Ambiguous or dynamic progression of steps that culminate in the new role
Random
Refers to a fixed progression of steps that culminate in the new role
Sequential
DescriptionTactic
3-17Table 3-2 cont.
Socialization Tactics
Denial and stripping away of the newcomer’s existing sense of self and the reconstruction of the organization’s image
Divestiture
Affirmation of newcomer’s incoming global and specific role identities and attributes
Investiture
Does not use a role modelDisjunctive
Newcomer is socialized by an experienced member
Serial
DescriptionTactic
3-18Table 3-2 cont.
Mentoring
MentoringMentoring is the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person
3-19
Functions of Mentoring
Career Functions Sponsorship Exposure-and-Visibility Coaching Protection Challenging
Assignments Psychological
Functions Role Modeling Acceptance-and-
Confirmation Counseling Friendship
3-20
Developmental Networks Associated with Mentoring
• D2
D1 •• P
Receptive
• D2
D1 •• P
Traditional
Entrepreneurial
• P
Opportunistic
Developmental Relationship StrengthWeak Ties Strong Ties
D1 • • D2
D3 • • D4
Low Range
High Range
Develo
pm
en
tal R
ela
tion
sh
ip D
ivers
ity
Key:
D = developer
P = protege
• P
D1 • • D2
D3 • • D4
3-21Figure 3-5
Enron’s Organizational Culture Contributed to Its Financial and Legal Problems
1) Using Figure 3-1, explain how Enron’s culture influenced organizational structure and practices, group and social processes, collective attitudes and behavior, and ultimately organizational outcomes.
2) How would you describe the type of organizational culture that existed at Enron?
3) What are the shared things, sayings, doings, and feelings at Enron? Explain.
4) Which of the techniques for embedding organizational culture were used at Enron? Explain.
Questions for Discussion:Questions for Discussion:
3-22OB in Action Case Study
Enron’s Organizational Culture Contributed to Its Financial and Legal Problems
5) How were employees socialized to act entrepreneurial? Provide examples.
6) How would you change the culture at Enron if you were its new CEO? Provide specific recommendations.
Questions for Discussion Cont.:Questions for Discussion Cont.:
3-23OB in Action Case Study
Arthur Andersen’s Pursuit of Consulting Income Created Ethical Challenges in its
Auditing Operations
1) Vigorously challenge Waste Management employees to correct their accounting practices.
2) Go to your manager when you first realize Waste Management was not following generally accepted accounting principles and tell him/her that you will not work on this account until Waste Management changes its ways.
3) Complete the work as best you can because your efforts contribute to Anderson’s financial goals.
4) Invent other options. Discuss
What would you have done if you were What would you have done if you were auditing Waste Management’s financial auditing Waste Management’s financial statements?statements?
3-24Ethical Dilemma
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