Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc Chapter 2 Cultural Influences on Organizational Behavior Learning Objectives After completing Chapter 2, you should be able to: Define The terms organizational culture and socialization Explain Why it is too simplistic to assume that managers can state that they are creating a firm’s culture Describe The relationship between a society’s culture and an organization’s culture Explain Why valuing diversity has become an important leadership requirement Identify Specific practices and programs used by organizations to facilitate socialization

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc Chapter Outline u Organizational Culture u Organizational Culture & Societal Value Systems u Characteristics of Effective Socialization u Socializing a Culturally Diverse Workforce u Socialization as an Integration Strategy

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc What employees perceive & how this perception creates a pattern of beliefs, values, & expectations. ORGANIZATIONAL CULTURE

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc Visible but often not decipheraable Greater level of awareness Artifacts & creations FIGURE 2-1: SCHEIN’S THREE LAYER ORGANIZATIONAL MODEL Examples of cultural attributes Documents Physical layouts Furnishings Language Jargon Work ethic Commitment Helping others Management equity Competency counts Values Taken for granted invisible preconscious Basic assumptions

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc Intervening conditionsOutcomeMethods FIGURE 2-2: EVOLUTION OF A POSITIVE CULTUREHO M E Elaborate on history Communications about and by “heroes” and others Member contact Participative decision making Intergroup coordination Personal exchange Reward systems Career management and job security Recruiting and staffing Socialization of new staff members Training and development Leadership and role modeling Communicating norms and values Develop a sense of history Create a sense of oneness Promote a sense of membership Increase exchange among members Cohesive organizational culture

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc CHALLENGES IN CHANGING ORGANIZATIONAL CULTURE u Because they are so elusive & intangible, cultures are difficult to diagnose, manage, & change u Cultural change requires difficult techniques, rare skills, & considerable time u People naturally resist attempts to change culture

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc FIGURE 2-3: CHANGING CULTURE INTERVENTION POINTS Hiring and socialization of members who fit in with the culture Culture Removal of members who deviate from the culture Cultural communications Justifications of behavior Behavior

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc FIGURE 2-4: THE PROCESS OF ORGANIZATIONAL SOCIALIZATION Careful selection of entry-level candidates Deselect Humility-inducing experiences promote openness toward accepting organizational norms and values In-the-trenches training leads to mastery of a core discipline Rewards and control systems are meticulously refined to reinforce behavior that is deemed pivotal to success in the marketplace Adherence to values enables the reconciliation of personal sacrifices Reinforcing folklore Consistent role models Attempting to fit the person with the culture Start Teaches the new entrant that he/she doesn’t know everything about the job or company Extensive and reinforced on-the-job experience Keeping alive stories that validate the organization’s culture Reward and recognize individuals who have done the job well

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc Role Management Accommodation Anticipatory Socialization THREE STAGES OF SOCIALIZATION

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc FOUR PRIMARY ACTIVITIES OF ACCOMMODATION 4Establishing new relationships with co- workers & supervisors. 4Learning the tasks required to do the job. 4Clarifying your role in the organization & groups relevant to the role. 4Evaluating progress toward satisfying job & role demands.

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc TABLE 2-1: A CHECKLIST OF EFFECTIVE SOCIALIZATION PRACTICES SOCIALIZATION STAGE Anticipatory socialization Accommodation socialization Role Management socialization 1. Recruitment using realistic job previews 2. Selection and placement using realistic career paths 1. Tailor-made and individualized orientation programs 2. Social as well as technical skills training 3. Supportive and accurate feedback 4. Challenging work assignments 5. Demanding but fair supervisors 1. Provision of professional counseling 2. Adaptive and flexible work assignments 3. Sincere person-oriented managers PRACTICES

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc TWO FUNCTIONS OF MENTORING CareerFunctionsPsychosocialFunctions 4Sponsorship 4Exposure & visibility 4Coaching 4Production 4Challenging assignments 4Role modeling 4Acceptance & confirmation 4Counseling 4Friendship

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc Initiation A period of six months to a year during which time the relationship gets started & begins to have importance for both managers. Cultivation A period of two to five years during which time the career & psychosocial functions provided expand to a maximum. Separation A period of six months to two years after a significant change in the structural role relationship &/or in the emotional experience of the relationship. Redefinition An indefinite period after the separation phase during which time the relationship is ended or takes on significantly different characteristics, making it a more peer-like friendship. TABLE 2-2: PHASES OF THE MENTOR RELATIONSHIP PhaseDefinition

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc CULTURAL DIVERSITY The vast array of physical & cultural differences that make up the spectrum of human differences.

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc ISSUES FOR MANAGERS OF ETHNICALLY DIVERSE WORKFORCES u Coping with employees’ lack of familiarity with the English language u Increased training for service jobs that require verbal skills u Cultural (national) awareness training for the current workforce u Learning which rewards are valued by different ethnic groups u Developing career development programs that fit the skills, needs, and values of the ethnic group u Rewarding managers for effectively recruiting, hiring, and integrating a diverse workforce u Not focusing only on ethnic diversity, but also learning more about age, gender, and workers with disability diversities