Post on 17-Dec-2015
© 2008The McGraw-Hill Companies, Inc. All rights reserved.
ChapterChapter 3 3
Organizational Culture,
Socialization, and Mentoring
Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Ch. 3 Learning Objectives
1. Define organizational culture and discuss its three layers.
2. Discuss the difference between espoused and enacted values.
3. Describe the four functions of organizational culture.
4. Discuss the four types of organizational culture associated with the competing values framework.
5. Summarize the seven conclusions derived from research about the outcomes associated with organizational culture. 3-2
Ch. 3 Learning Objectives
6. Review the three caveats about culture change.
7. Summarize the methods used by organizations to change organizational culture.
8. Describe the three phases in Feldman’s model of organizational socialization.
9. Discuss the various socialization tactics used to socialize employees.
10.Explain the four developmental networks associated with mentoring.
3-3
Organizational Culture
Shared values and beliefs that underlie a company’s identityWhat types of organizational cultures have you worked in?How does the organization’s culture manifest itself?
3-4
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
• Motivation3-5
Layers of Organizational Culture
Observable artifacts•Examples?
Values – enduring belief in a mode or conduct or end-state•What is the difference between espoused and enacted values?
3-6
Layers of Organizational Culture
Values (con’t)•Sustainability – ability to make a profit without sacrificing the resources of its people, the community and the planet
•Safeco, Microsoft, and Unilever
Basic Assumptions•Certain actions would be inconceivable in this culture
3-7
Which of the following is most resistant to change?a.Observable artifactsb.Espoused valuesc.Enacted valuesd.Basic assumptions
Test Your Knowledge
3-8
Competing Values Framework
Clan Culture: internal focus, values flexibility• Valero Energy; Southwest Airlines;
Nucor• “employee focused”
Adhocracy Culture: external focus, values flexibility• GE, W.L. Gore, & Intel• Adaptable to changes in marketplace3-12
Process of Culture Change
Ensure alignment of vision, strategic plans, and culture• Vision: long-term goal describing
“what” an organization wants to become
• Strategic plan: A long-term plan outlining actions needed to achieve desired results
3-16
Embedding Culture in Organizations
Formal statements of organizational philosophy• Mission, vision, values
Design of physical space• Open floor plan ~ Intel
Slogans & sayings• Progress is our most important
product. ~ General Electric
3-17
Embedding Culture in Organizations
Deliberate role modeling, trainingExplicit rewards, status symbols• Measuring “How” not just “What”
Language• Jargon that defines our culture,
creates shared understanding
Stories, legends, myths• The Nike Story: Just Tell It (Fast Company, 2000)
3-18
Embedding Culture in Organizations
Organizational activities, processes, or outcomes leaders attend toLeader reactions to critical incidentsWorkflow and organizational structureOrganizational systems and proceduresOrganizational goals and criteria for managing human resources
3-19
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
3-20
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
3-21
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
3-22
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
3-23
Mentoring
Mentoring is the process of forming and maintaining developmental relationships between a mentor and a junior person
3-25
Functions of Mentoring
Career Functions• In what ways can
mentoring assist in one’s career progression?
Psychological Functions• How can
mentoring serve a psychological function? 3-26
• 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
Developmental Networks Associated with Mentoring
3-27