Organizational Culture, Socialization & Mentoring Chapter 3 Organizational Culture, Socialization & Mentoring Organizational Culture: Definition and Context Developing High Performance Cultures The Organizational Socialization Process Embedding Organizational Culture Through Mentoring

Organizational Culture 3-2 Organizational Culture Organizational 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.” McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Understanding Organizational Culture 3-3 Figure 3-1 Understanding Organizational Culture Organizational Culture Observable artifacts Espoused values Basic assumptions Group & Social Processes Socialization Mentoring Decision making Group dynamics Communication Influence & empowerment Leadership Antecedents Founder’s values Industry & business environment National culture Senior leaders’ vision and behavior Organizational Structure & Practices Reward systems Organizational design Collective Attitudes & Behavior Work attitudes Job satisfaction Motivation Organizational Outcomes Effectiveness Innovation & stress McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Four Functions of Organizational Culture 3-4 Figure 3-2 Four Functions of Organizational Culture Organizational identity Sense-making device Collective commitment Organizational culture Social system stability McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Developing an Adaptive Culture 3-8 Figure 3-3 Early business leaders create an implement a business vision and strategy that fits the business environment well. Firm succeeds. Business leaders emphasize the importance of constituencies and leadership in creating the success. A strong culture emerges with a core that emphasizes service to customers, stockholders, and employees, as well as the importance of leadership. Subsequent top managers work to preserve the adaptive core of the culture. They demonstrate greater commitment to its basic principles than any specific business strategy or practice. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Embedding Culture in Organizations 3-9 Embedding Culture in Organizations Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection and socialization The design of physical space, work environments and buildings Slogans, acronyms, and sayings Deliberate role modeling, training programs, teaching and coaching by managers and supervisors Explicit rewards, status symbols (e.g. titles), and promotion criteria Stories, legends, or myths about key people and events McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Embedding Culture in Organizations 3-10 Embedding Culture in Organizations The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control Leader reactions to critical incidents and organization crises The workflow and organizational structure Organizational systems and procedures Organizational goals and the associated criteria for recruitment, selection, development, promotion, layoffs, and retirement of people McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Organizational Socialization 3-14 Figure 3-4 cont. Organizational Socialization Outsider Phases Anticipatory socialization Encounter Change and acquisition Socialized Insider Behavioral Outcomes Performs role assignments Remains with organization Spontaneously innovates and cooperates Affective Outcomes Generally satisfied Internally motivated to work High job involvement McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

3-18 Mentoring Mentoring is the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Functions of Mentoring 3-19 Functions of Mentoring Career Functions Sponsorship Exposure-and-Visibility Coaching Protection Challenging Assignments Psychological Functions Role Modeling Acceptance-and-Confirmation Counseling Friendship McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.