© McGraw-Hill Companies, Inc., Chapter 2 Organizational Culture John M. Ivancevich Michael T. Matteson Slides Prepared by Bruce R. Barringer University of Central Florida

© McGraw-Hill Companies, Inc., Learning Objectives Slide 1 of 2 Define the terms organizational culture, socialization, and career. 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.

© McGraw-Hill Companies, Inc., Learning Objectives Slide 2 of 2 Explain why valuing diversity has become an important leadership requirement. Identify specific practices and programs used by organizations to facilitate socialization.

© McGraw-Hill Companies, Inc., Organizational Culture Some of the Definitions of Culture: –Symbols, language, ideologies, rituals, and myths. –Organizational scripts derived from the personal scripts of the organization’s founder(s) or dominant leader(s). –Is a product; is historical; is based upon symbols; and is an abstraction from behavior and the products of behavior.

© McGraw-Hill Companies, Inc., Exhibit 2.1: Schein’s Three-Layer Organizational Model Examples of Cultural Attributes - Documents - Physical layouts - Furnishings - Language - Jargon - Work ethic and practice - Loyalty - Commitment - Helping others I Artifacts and Creations II Values III Basic Assumptions Visible but often not decipherable Greater level of awareness Taken for granted invisible preconscious

© McGraw-Hill Companies, Inc., Artifacts and Creations, Values, and Basic Assumptions (from Exhibit 2.1) I - Artifacts and Creations - Technology - Art - Visible and audible behavior patterns II - ValuesIII - Basic Assumptions - Testable in the physical environment - Testable on by social consensus - Relationship to environment - Nature of reality, time, and space - Nature of human nature - Nature of human activity - Nature of human relations

© McGraw-Hill Companies, Inc., Characteristics of Culture at Walt Disney Disney Culture Shared Things Shared Behavior Shared Sayings Shared Feelings

© McGraw-Hill Companies, Inc., Organizational Culture and its Effects Since organizational culture involves shared expectations, values, and attitudes, it exerts influence on individuals, groups, and organizational processes.

© McGraw-Hill Companies, Inc., Exhibit 2.2: The Evolution of a Positive Culture Methods - Elaborate on history - Communicate about and by “heroes” and others - Leadership and role making - Communicating norms and values - Reward systems - Recruiting and staffing - Training and development - Member contact - Participative decision making - Intergroup coordination H O M E Develop a sense of History Create a sense of Oneness Promote a sense of Membership Increase Exchange among members Cohesive organizational culture Cohesive organizational culture Intervening ConditionsOutcome

© McGraw-Hill Companies, Inc., Exhibit 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 communication Behavior Justification of behavior Managers seeking to create culture change must intervene at these points

© McGraw-Hill Companies, Inc., Socialization and Culture Socialization –Socialization is the process by which organizations bring new employees into the culture.

© McGraw-Hill Companies, Inc., Stages of Socialization Slide 1 of 2 Anticipatory Socialization –Involves all those activities the individual undertakes prior to entering the organization or to taking a different job in the same organization. Accommodation –Occurs after the individual becomes a member of the organization. During this stage, the individual sees the organization and the job for what they actually are.

© McGraw-Hill Companies, Inc., Stages of Socialization Slide 2 of 2 Role Management –This stage often involves conflict between an individual’s work and home life, and between an individual’s work group and other work groups in the organization.

© McGraw-Hill Companies, Inc., Exhibit 2.5: A Checklist of Effective Socialization Practices Slide 1 of 2 Socialization StagePractice Anticipatory socialization1. Recruitment using realistic job previews 2. Selection and placement using realistic career paths Accommodation socialization1. 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

© McGraw-Hill Companies, Inc., Exhibit 2.5: A Checklist of Effective Socialization Practices Slide 2 of 2 Socialization StagePractice Role management socialization1. Provision of professional consulting 2. Adaptive and flexible work assignments 3. Sincere person-oriented managers

© McGraw-Hill Companies, Inc., Exhibit 2.6: Phases of the Mentor Relationship Slide 1 of 3 Initiation –A period of six months to a year during which time the relationship gets started and begins to have importance for both managers. Cultivation –A period of two to five years during which time the range of career and psychosocial functions provided expanded to a maximum.

© McGraw-Hill Companies, Inc., Exhibit 2.6: Phases of the Mentor Relationship Slide 2 of 3 Separation –A period of six months to two years after a significant change in the structural role relationship and/or in the emotional experience of the relationship.

© McGraw-Hill Companies, Inc., Exhibit 2.6: Phases of the Mentor Relationship Slide 3 of 3 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 peerlike friendship.

© McGraw-Hill Companies, Inc., Functions of Mentoring Career FunctionsPsychological Functions - Sponsorship - Exposure and visibility - Coaching - Production - Challenging assignments - Role modeling - Acceptance & confirmation - Counseling - Friendship

© McGraw-Hill Companies, Inc., Hofstede’s Cultural Dimensions Hofstede’s Cultural Dimensions Power Distance Uncertainty Avoidance Individualism Masculinity

© McGraw-Hill Companies, Inc., Core Dimensions of Diversity Age Race Ethnicity Gender Physical Attributes Sexual/Affectional Orientation

© McGraw-Hill Companies, Inc., Issues for Managers of Ethnic Diverse Workforces Slide 1 of 2 Coping with employees’ unfamiliarity with the English language. Increased training for service jobs that require verbal skills. Cultural (national) awareness training for the current workforce. Learning which rewards are valued by different ethnic groups.

© McGraw-Hill Companies, Inc., Issues for Managers of Ethnic Diverse Workforces Slide 2 of 2 Developing career development programs that fit the skills, needs, and values of the ethnic group. Rewarding managers for effectively recruiting, hiring, and integrating a diverse workforce.