chapter 3 organizational culture, socialization & mentoring
TRANSCRIPT
Chapter
3 Organizational Culture, Socialization
& Mentoring
Organizational Culture, Socialization
& Mentoring
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.”
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3 Organizational Cultures
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Amazon.com 1960s drab office building
Desks made of doors
Monitors on telephone books
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
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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
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Manifestations of Culture
Shared things (objects)Shared sayings (talk)
LanguageStories
Shared doings (behavior)RitualsCeremonies
Shared feelings (emotions)
Four Functions of Organizational Culture
Organizationalculture
Sense-makingdevice
Organizationalidentity
Social systemstability
Collectivecommitment
3-4Figure 3-2
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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
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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 orientedApproval
Organizational Characteristics
Normative Beliefs
3-6Table 3-1 cont.
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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.
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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
5) Strong cultures have a stronger impact on employee behavior than do weaker cultures
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Specific types of cultures
Control culture – values role of senior executives to lead the organization
Performance culture – values individual and organizational performance
Relationship culture – values nurturing and well-being
Responsiveness culture – values ability to keep in tune with external environment
Culture and Financial Performance
Strength perspective – strong culture creates goal alignment, motivation, needed structure & controls
Fit perspective – culture must align with business or strategic context
Adaptive perspective – good cultures help firms adapt to environmental changes
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
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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.
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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.
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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.
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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
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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.
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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.
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Mentoring
MentoringMentoring is the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person
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Functions of Mentoring
Career Functions Sponsorship Exposure-and-Visibility Coaching Protection Challenging
Assignments Psychological
Functions Role Modeling Acceptance-and-
Confirmation Counseling Friendship
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