1. © 2008The McGraw-Hill Companies, Inc. All rights reserved. Organizational Culture, Socialization, and Mentoring Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

2. Ch. 3 Learning Objectives 1.Define organizational culture and discuss its three layers. 2.Discuss the difference between espoused and enacted values. 3.Describe the four functions of organizational culture. 4.Discuss the four types of organizational culture associated with the competing values framework. 5.Summarize the seven conclusions derived from research about the outcomes associated with organizational culture. 3-2

3. Ch. 3 Learning Objectives 6.Review the three caveats about culture change. 7.Summarize the methods used by organizations to change organizational culture. 8.Describe the three phases in Feldman’s model of organizational socialization. 9.Discuss the various socialization tactics used to socialize employees. 10.Explain the four developmental networks associated with mentoring. 3-3

4. Organizational Culture Shared values and beliefs that underlie a company’s identity What types of organizational cultures have you worked in? How does the organization’s culture manifest itself? 3-4

5. Understanding Organizational Culture Antecedents Founder’s values Industry & business environment National culture Senior leaders’ vision and behavior Organizational Structure & Practices Reward systems Organizational design Organizational Culture Observable artifacts Espoused values Basic assumptions Group & Social Processes Socialization Mentoring Decision making Group dynamics Communication Influence & empowerment Leadership Organizational Outcomes Effectiveness Innovation & stress Collective Attitudes & Behavior Work attitudes Job satisfaction Motivation 3-5

6. Layers of Organizational Culture Observable artifacts Examples? Values – enduring belief in a mode or conduct or end-state What is the difference between espoused and enacted values? 3-6

7. Layers of Organizational Culture Values (con’t) Sustainability – ability to make a profit without sacrificing the resources of its people, the community and the planet Safeco, Microsoft, and Unilever Basic Assumptions Certain actions would be inconceivable in this culture 3-7

8. Which of the following is most resistant to change? a.Observable artifacts b.Espoused values c.Enacted values d.Basic assumptions Test Your Knowledge 3-8

9. Four Functions of Organizational Culture 3-9

10. Your Opinion Do organization’s have predominantly one culture? A=Yes, B=No 3-10

11. Competing Values Framework 3-11

12. Competing Values Framework Clan Culture: internal focus, values flexibility Valero Energy; Southwest Airlines; Nucor “employee focused” Adhocracy Culture: external focus, values flexibility GE, W.L. Gore, & Intel Adaptable to changes in marketplace 3-12

13. Competing Values Framework Market Culture: external focus, values stability and control Home Depot - Rewards results, productivity, customer satisfaction Hierarchy Culture: internal focus, values stability and control Exelon; Dell Efficiency, timeliness, and reliability are measured 3-13

14. Your Opinion Is there one best type of organizational culture? A=Yes, B=No Why or why not? 3-14

15. Outcomes Associated with Culture 3-15

16. Process of Culture Change Ensure alignment of vision, strategic plans, and culture Vision: long-term goal describing “what” an organization wants to become Strategic plan: A long-term plan outlining actions needed to achieve desired results 3-16

17. Embedding Culture in Organizations Formal statements of organizational philosophy Mission, vision, values Design of physical space Open floor plan ~ Intel Slogans & sayings Progress is our most important product. ~ General Electric 3-17

18. Embedding Culture in Organizations Deliberate role modeling, training Explicit rewards, status symbols Measuring “How” not just “What” Language Jargon that defines our culture, creates shared understanding Stories, legends, myths The Nike Story: Just Tell It (Fast Company, 2000) 3-18

19. Embedding Culture in Organizations Organizational activities, processes, or outcomes leaders attend to Leader reactions to critical incidents Workflow and organizational structure Organizational systems and procedures Organizational goals and criteria for managing human resources 3-19

20. Organizational Socialization PhasesPerceptual and Social Processes 1)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 3-20

21. Organizational Socialization PhasesPerceptual and Social Processes 2)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 3-21

22. Organizational Socialization PhasesPerceptual and Social Processes 3)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 3-22

23. Organizational Socialization Phases 1)Anticipatory socialization 2)Encounter 3)Change and acquisition Outsider Behavioral Outcomes  Performs role assignments  Remains with organization  Spontaneously innovates and cooperates Socialized Insider Affective Outcomes  Generally satisfied  Internally motivated to work  High job involvement 3-23

24. Socialization Tactics 3-24

25. Mentoring Mentoring is the process of forming and maintaining developmental relationships between a mentor and a junior person 3-25

26. 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? 3-26

27. D2 D1 P Receptive D2 D1 P Traditional Entrepreneurial P Opportunistic Developmental Relationship Strength Weak TiesStrong Ties D1 D2 D3 D4 Low Range High Range Developmental Relationship Diversity Key: D = developer P = protege P D1 D2 D3 D4 Developmental Networks Associated with Mentoring 3-27