Organizational behavior 5e by kinichi Chap002KF organizational culture, socialization, and mentoring

Organizational Culture, Socialization, and Mentoring Chapter Two... After reading the materials in this chapter, you should be able to: LO2.1 Discuss the layers and functions of organi

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McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc All rights reserved.

Organizational

Culture, Socialization, and Mentoring

Chapter Two

After reading the materials in this chapter, you

should be able to:

LO2.1 Discuss the layers and functions of organizational

culture.

LO2.2 Describe the general types of organizational culture

and their associated characteristics.

LO2.3 Summarize the process by which organizations

change their cultures.

LO2.4 Describe the three phases in Feldman’s model of

organizational socialization.

LO2.5 Discuss the various tactics used to socialize

employees.

LO2.6 Explain the four types of developmental networks

derived from a developmental network model of

mentoring.

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

A Conceptual Framework for Understanding

Organizational Culture

 Acronyms, manner of dress, awards, myths

and stories, published lists of values,

observable rituals and ceremonies, special

parking spaces, and decorations

Question?

Every month, Bombay Bazaar awards an

"Employee of the Month" award to one employee

and as a reward offers a $100 check and an

assigned parking space with the employees' name

for the month This is an example of which of these?

A Basic underlying assumption

B Externally enacted values

C Observable artifacts

D Socialization

Espoused values

 represent the explicitly stated values and

norms that are preferred by an organization

Question?

The top management of Rock-Top Sports

Equipment has clearly stated the values and norms that are preferred by Rock-Top

These are referred to as

A Espoused values.

B Under-the-surface artifacts.

C Enacted values.

D Basic assumptions.

Layers of Organizational Culture

Enacted values

 represent the values and norms that actually are

exhibited or converted into employee behavior

 Based on

observable behavior

Example: Williams-Sonoma’s

Espoused Values

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

Four Functions of Organizational

Culture

Competing Values Framework

Question?

Fredhandbag Photography is a family-owned business All of the employees are

encouraged to speak up with any ideas to

improve the business What type of culture

does this resemble?

B.Adhocracy

C.Hierarchy

D.Market

2 Employees are more satisfied and committed

to organizations with clan cultures

3 Innovation and quality can be increased by

building characteristics associated with clan,

adhocracy, and market cultures into the

organization.

Outcomes Associated with Organizational Culture (cont.)

4 An organization’s financial performance is

not very strongly related to organizational

culture

5 Companies with market cultures tend to

have more positive organizational

outcomes.

Correlates of Organizational Culture

The Process of Culture Change

Organizational members teach each other about the organization’s

preferred values, beliefs,

expectations, and behaviors

The Process of Culture Change

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, language, acronyms, and sayings

4 Deliberate role modeling, training programs, teaching and coaching by managers and supervisors

5 Explicit rewards, status symbols (e.g., titles),

and promotion criteria

The Process of Culture Change

6 Stories, legends, and myths about key people and

events

7 The organizational activities, processes, or outcomes

that leaders pay attention to, measure, and control

8 Leader reactions to critical incidents and organizational

crises

9 The workflow and organizational structure

10 Organizational systems and procedures

11 Organizational goals and the associated criteria used

for recruitment, selection, development, promotion,

layoffs, and retirement of people

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

A Model of Organizational

Socialization

Phase 1: Anticipatory Socialization

Occurs before an individual joins an

organization

Involves the information people learn about different careers, occupations, professions, and organizations

Phase 2: Encounter

Employees learn what the organization is

really like and reconcile unmet expectations

Onboarding programs

 help employees to integrate, assimilate, and

transition to new jobs by making them familiar

with corporate policies, procedures, and culture and by clarifying work role expectations and

responsibilities

Question?

Amy recently started a new job Everyone she interviewed with seemed very personable and easy-going She was

quite surprised when during her first week on the job she

witnessed a loud and argumentative confrontation in the

hallway between two of her coworkers People seem so

different than the way she expected them to be Amy is in which stage of the socialization process?

A Change and acquisition

B Anticipatory socialization

C Adaptive

D Encounter

Phase 3: Change and Acquisition

Requires employees

to master important tasks and roles and to adjust to their work

group’s values and norms

Socialization Tactics

Table 2-1

Embedding Organizational Culture

through Mentoring

Mentoring

 the process of forming and maintaining

developmental relationships between a mentor and a junior person

Developmental Networks

Underlying Mentoring

Diversity of developmental relationships

 reflects the variety of people in a network used for developmental assistance

Two sub-components

 Number of different people the person is

networked with

 Various social systems from which the

networked relationships stem

Developmental Networks Associated

with Mentoring

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

of the protégé’s ability, potential, and the

quality of the interpersonal relationship

www.LinkedIn.com , and Facebook

These tools not only enable you to increase the breadth of your social network, but they also can increase your productivity

Building an Effective Mentoring Network

Video Case: Johnson & Johnson

Credo

What makes Johnson & Johnson’s credo stand

out from those espoused by other companies?

How does the credo guide the actions of the

employees at Johnson & Johnson?

Why would the basic premises of the credo be

able to remain so constant after nearly 70 years?

What are the basic values expressed by the

credo? Why are they important to Johnson &

Johnson’s success?

Video Case: New Belgium Brewery

What is different about New Belgium Brewery’s

culture?

Employees at New Belgium Brewery appear to be highly engaged in their jobs Why is this?

How does the culture at New Belgium Brewery

contribute to their level of financial success?

Is open books management a management

system all organizations should

consider? Why or why not?