12 Organizational Behavior core concepts Organizational Culture: How Organization’s Create and Transmit a Culture 12-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by the McGraw-Hill Companies, Inc All rights reserved Learning Objectives 12-3 • Discuss the layers and functions of organizational culture • Define the general types of organizational culture and identify their associated normative beliefs • Explain how organizations embed their cultures • Summarize the process of organizational socialization in terms of three phases • Describe methods for socializing employees • Discuss the role of mentors in organizations Organizational Culture • Organizational culture – 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 12-4 Organizational Culture • Shaped by four components: – Founder’s values – Industry and business environment – National culture – Senior leaders vision 12-5 Layers of Organizational Culture • Observable artifacts – Consist of the physical manifestation of an organization’s culture – Acronyms, manner of dress, awards, myths and stories, published lists of values, observable rituals and ceremonies, special parking spaces, and decorations 12-6 Layers of Organizational Culture • Values – concepts or beliefs that pertain to desirable end states, transcend situations, guide selection of behavior and are ordered by relative importance • Espoused values – represent the explicitly stated values and norms that are preferred by an organization 12-7 Question? What represents the values and norms that actually are exhibited or converted into employee behavior? A Espoused values B Valued behavior C Enacted values D Basic assumptions 12-8 Layers of Organizational Culture • Enacted values – represent the values and norms that actually are exhibited or converted into employee behavior – Based on observable behavior 12-9 Layers of Organizational Culture • Basic assumptions – Constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior 12-10 Embedding Organizational Culture • Organizational systems and procedures • Organizational goals and the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people 12-22 Organizational Socialization • Organizational Socialization – process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization 12-23 Phase 1: Anticipatory Socialization • Occurs before an individual joins an organization • Involves the information people learn about different careers, occupations, professions, and organizations 12-24 Phase 2: Encounter • Employees learn what the organization is really like and reconcile unmet expectations • Onboarding – programs aimed at helping employees integrate, assimilate, and transition to new jobs 12-25 Phase 3: Change and Acquisition • Requires employees to master important tasks and roles and to adjust to their work group’s values and norms 12-26 Practical Application of Socialization Research 12-27 Managers should avoid a haphazard approach to organizational socialization Managers play a key role during the encounter phase Organization can benefit by training new employees to use proactive socialization behaviors Managers should pay attention to the socialization of diverse employees Question? What is the process of forming and maintaining developmental relationships between a supervisor and a junior person? A Senior leadership B Mentoring C Socialization D Orientation 12-28 Mentoring • Mentoring – the process of forming and maintaining developmental relationships between a mentor and a junior person 12-29 Functions of Mentoring • Psychosocial Functions - Role modeling - Acceptance-and-confirmation - Counseling - Friendship 12-30 Developmental Networks that Underlie Mentoring • Diversity of developmental relationships – reflects the variety of people within the network an individual uses for developmental assistance 12-31 Network Diversity • Two sub-components – Number of different people is networked with – Various social systems from which the networked relationships stem 12-32 Developmental Networks Associated with Mentoring 12-33 Developmental Networks that Underlie Mentoring • Developmental relationship strength – reflects the quality of relationships among the individual and those involved in his developmental network 12-34 Personal and Organizational Implications • Job and career satisfaction are likely to be influenced by the consistency between an individual’s career goals and the type of developmental network at his disposal 12-35 Personal and Organizational Implications • A developer’s willingness to provide career and psycho-social assistance is a function of the protégé’s ability, potential, and the quality of the interpersonal relationship 12-36 ... Organizational Behavior core concepts Organizational Culture: How Organization’s Create and Transmit a Culture 12-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by. .. decorations 12-6 Layers of Organizational Culture • Values – concepts or beliefs that pertain to desirable end states, transcend situations, guide selection of behavior and are ordered by relative importance... Layers of Organizational Culture • Enacted values – represent the values and norms that actually are exhibited or converted into employee behavior – Based on observable behavior 12-9 Layers of Organizational