Organizational Culture. Socialization, and Mentoring Chapter Two Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Organizational Behavior: Key Concepts, Skills & Best Practices, 3/e

2-3 After reading the materials in this chapter, you should be able to: Discuss the layers and functions of organizational culture. Describe the three general types of organizational culture and their associated normative beliefs. Summarize the methods used by organizations to embed their cultures. Describe the three phases in Feldman’s model of organizational socialization. Discuss the various socialization tactics used to socialize employees. Explain the four types of developmental networks derived from a developmental network model of mentoring

2-4 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

2-5 Organizational Culture Characteristics Passed on to new employees through the process of socialization Influences our behavior at work Operates at different levels

2-6 A Conceptual Framework for Understanding Organizational Culture Figure 2-1

2-7 Organizational Culture Shaped by four components: -Founder’s values -Industry and business environment -National culture -Senior leaders vision

2-8 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

2-9 Layers of Organizational Culture Espoused values -represent the explicitly stated values and norms that are preferred by an organization Values -concepts or beliefs that pertain to desirable end states, transcend situations, guide selection of behavior and are ordered by relative importance

2-10 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

2-11 Layers of Organizational Culture Enacted values -represent the values and norms that actually are exhibited or converted into employee behavior -Based on observable behavior

2-12 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

2-13 Four Functions of Organizational Culture Figure 2-2

2-14 Types of Organizational Culture Constructive Passive-defensive Aggressive-defensive

2-15 Organizational Culture Normative beliefs -thoughts and beliefs about expected behavior and modes of conduct

2-16 Types of Organizational Culture Constructive Employees are encouraged to interact with others and to work on tasks and projects in ways that will assist them in satisfying their need to grow and develop Associated with achievement, self- actualizing, humanistic-encouraging, and affiliative

2-17 Types of Organizational Culture Passive-defensive Overriding belief that employees must interact with others in ways that do not threaten their own job security Associated with approval, conventional, dependent, and avoidance

2-18 Types of Organizational Culture Aggressive-defensive Encourages employees to approach tasks in forceful ways in order to protect their status and job security Associated with oppositional power, competitive, and perfectionistic

2-19 Outcomes Associated with Organizational Culture 1.Significantly correlated with employee behavior and attitudes 2.Congruence between an individual’s values and the organization’s values was associated with organizational commitment, job satisfaction, intention to quit, and turnover 3.Did not predict financial performance 4.Mergers frequently failed due to incompatible cultures

2-20 Embedding Organizational Culture Organizational members teach each other about the organization’s preferred values, beliefs, expectations, and behaviors

2-21 Embedding Organizational Culture 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

2-22 Embedding Organizational Culture 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

2-23 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

2-24 Phase 1: Anticipatory Socialization Occurs before an individual joins an organization Involves the information people learn about different careers, occupations, professions, and organizations

2-25 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

2-26 Phase 3: Change and Acquisition Requires employees to master important tasks and roles and to adjust to their work group’s values and norms

2-27 Practical Application of Socialization Research 1.Managers should avoid a haphazard approach to organizational socialization 2.Managers play a key role during the encounter phase 3.Organization can benefit by training new employees to use proactive socialization behaviors 4.Managers should pay attention to the socialization of diverse employees

2-28 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

2-29 Mentoring -the process of forming and maintaining developmental relationships between a mentor and a junior person

2-30 Functions of Mentoring Career Functions - Sponsorship - Exposure-and- visibility - Coaching - Protection - Challenging assignments Psychosocial Functions - Role modeling - Acceptance-and- confirmation - Counseling - Friendship

2-31 Mentoring Diversity of developmental relationships reflects the variety of people within the network an individual uses for developmental assistance

2-32 Mentoring See Belle Rose Ragins’s article abstract on barriers to mentoring at Human Relations Online

2-33 Mentoring Two sub-components -Number of different people is networked with -Various social systems from which the networked relationships stem

2-34 Developmental Networks Associated with Mentoring Figure 2-4

2-35 Mentoring Developmental relationship strength reflects the quality of relationships among the individual and those involved in his developmental network

2-36 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

2-37 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

2-38 Building an Effective Mentoring Network 1.Become the perfect protégé 2.Engage in 360-degree networking 3.Commit to assessing, building, and adjusting the mentor network 4.Develop diverse, synergistic connections 5.Realize that change is inevitable and that all good things come to an end

2-39 Video – Pikes Place Fish Market In the accompanying video, “Pike Place Fish Market” (14:37) the culture of Seattle’s world famous Pike Place Fish Market is fun!