2. Organizational socialization
‘the process by which a person learns the values, norms and required behaviours which permit him to participate as a member of the organization’ (Van Maanen, 1976, p. 67)

3. 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
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4. Keeping Culture Alive Selection Top Management Socialization
Concern with how well the candidates will fit into the organization.
Provides information to candidates about the organization.
Top Management
Senior executives help establish behavioral norms that are adopted by the organization.
Socialization
The process that helps new employees adapt to the organization’s culture.

5. Stages in the Socialization Process
Prearrival Stage
The period of learning in the socialization process that occurs before a new employee joins the organization.
Encounter Stage
The stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge.
Metamorphosis Stage
The stage in the socialization process in which a new employee changes and adjusts to the work, work group, and organization.

6. Stages of Socialization

7. Organizational Socialization
Phase 1: Anticipatory
Phase 2: Encounter
Phase 3: Change and acquisition

8. Phase 1: Anticipatory Socialization
Occurs before an individual joins an organization
Involves the information people learn about different careers, occupations, professions, and organizations
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9. 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
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10. Phase 3: Change and Acquisition
Requires employees to master important tasks and roles and to adjust to their work group’s values and norms
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11. Organizational Socialization Process11

12. A Model of Organizational Socialization

13. Organizational Socialization
Phases
Perceptual and Social Processes
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

14. Organizational Socialization
Phases
Perceptual and Social Processes
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

15. Organizational Socialization
Phases
Perceptual and Social Processes
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

16. A Socialization Model

17. Outcomes of Socialization
Newcomers who are successfully socialized should exhibit:
Good performance
High job satisfaction
Intention to stay with organization
Low levels of distress symptoms
High level of organizational commitment

18. Embedding Organizational Culture through Mentoring
the process of forming and maintaining developmental relationships between a mentor and a junior person

19. Mentoring
Developmental relationship strength reflects the quality of relationships among the individual and those involved in his developmental network

20. Mentoring
The process by which a more experienced employee advises, counsels, and otherwise enhances the professional development of a new employee.
Mentor: A more experienced employee who guides a newer employee in learning about the job and organization.
Protégé: An inexperienced employee who receives assistance from a more experienced employee in learning about a new job and/or organization.

21. 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?
The two general functions of mentoring are career and psychological.
Mentors can assist in an employee’s career progression by providing sponsorship, coaching, protection, and exposure-and-visibility, and guiding the employee in acquiring challenging assignments.
Likewise, mentors can serve a psychological function through role modeling, providing acceptance-and-confirmation and counseling, and offering friendship. 21

22. Functions of Mentoring
Career Functions
Sponsorship
Exposure and visibility
Coaching
Protection
Challenging assignments
Psychosocial functions
Role modeling
Acceptance and confirmation
Counseling
friendship
Topic Covered: Mentoring
Kathy Kram, a Boston University researcher, identified two general functions of the mentoring process: career and psychological
Five career functions that enhanced career development were:
Sponsorship
Actively nominating a junior manager for promotions and desirable positions
Exposure-and-visibility
Pairing a junior manager with key executives who can provide opportunities
Coaching
Providing practical tips on how to accomplish harmful situations or senior managers
Protection
Shielding a junior from potentially harmful situations or senior managers
Challenging assignments
Helping a junior manager develop necessary competencies through favorable job assignments and feedback
Four psychological functions were:
Role modeling
Giving a junior manager a pattern of values and behavior to emulate (this is the most frequently observed psychological function)
Acceptance-and-confirmation
Providing mutual support and encouragement
Counseling
Helping a junior manger work our personal problems, thus enhancing his or her self image
Friendship
Engaging in mutually satisfying social interaction
The psychological functions clarified the participants’ identities and enhanced their feelings of competence 22

23. Mentoring Stages

24. Benefits of Mentoring For the protégé: Mentors
Provide much needed emotional support and confidence
Help pave the way for job success
Suggest useful strategies for achieving work objectives
Help bring the protégé to the attention of top management
Protect protégés from making errors and help them avoid risky situations

25. Benefits of Mentoring For the mentor:
May reap psychological benefits from feeling needed and a sense of accomplishment in helping the younger generation
Can expect protégés to work hard at assigned tasks
Can expect protégés to be loyal supporters
May gain recognition from others for their work in helping nurture young talent
Can feel proud of their protégés’ successes

26. Risks of Mentoring
Protégés may find that their own success hinges on the success of their mentor.
Any failures on the part of the protégé may harm the mentor’s reputation.
The mentor’s advice may not be as good as it should be.
Protégés may become so highly dependent on their mentors that they will be slow to develop as self-reliant individuals.
Mentors may grow overly reliant on their protégés, delegating too many responsibilities that they should be discharging themselves.

27. Successful Mentoring

28. NORMS
Defined -- Agreed upon and often informal rules that guide group members behavior
Formal norms --More important to continuity of the organization, written codes of conduct
Informal -- Implicit but unwritten
Agreed upon -- Continuing consensus among group members

29. DIMENSIONS OF NORMS
Behavioral -- Specifies what to do, when to do it and how much is appropriate
Evaluative -- Specifies approval or disapproval by the group. The group sanctions (positive and negative) can be explicit or implicit

30. CHARACTERISTICS OF NORMS
Range of tolerated behaviors -- approved behavior is actually over a range that deviates from the prototype of the norm
Intensity -- Strength of approval -- disapproval. Some norms have sharp approval and disapproval, others are mild.
Crystallization -- Group consensus

31. TYPICAL ORGANIZATIONAL NORMS
Performance norms
Dress norms
Reward allocation norms
Commitment norms

32. NORM DEVELOPMENT Precedents over time Transfers from other situations
Critical events
Explicit rules

33. ROLES Defined -- Group position that has a set of expected behaviors
Formal role -- job description
Informal role -- what your work group expects of you beyond job description, what you add on your own
Role taking makes organizational life orderly and predictable

34. ROLE CHARACTERISTICS
Role expectations -- behavior expected of someone in a particular position
Role incumbent -- the person currently filling the position. Incumbent can shrink or expand role to a certain point.
Role ambiguity -- unclear expectations about role behavior. Creates confusion for the incumbent

35. ROLE CHARACTERISTICS, CONT.
Role conflict -- conflicting role demands
Sender conflict
Inter-role conflict
Person-role conflict

36. TYPICAL ORGANIZATIONAL ROLES
Task specialist -- Person who because of experience, skill, or knowledge has edge in task competency
Maintenance specialist -- human relations guru

37. BACKWARDS AND FORWARDS
Summing up — Examined the function of norms in groups, the behavioral and evaluative components as well as the fact that norms cover a range of behaviors. Also looked at role ambiguity, role conflict, and task and maintenance roles
Looking ahead: Next time we consider group influence and team work.