1. Organizational Culture, Socialization, and Mentoring
Chapter Two
Organizational Culture, Socialization, and Mentoring

2. Chapter Two Outline Foundation of Organizational Culture
Layers of Organizational Culture
Four Functions of Organizational Culture
Types of Organizational Culture
Outcomes Associated with Organizational Culture
How Cultures are Embedded in Organizations
Embedding Organizational Culture Through Socialization Processes and Mentoring.
A Three-Phase Model of Organizational Socialization
Practical Application of Socialization Research
Attitudes
Using Mentoring to Your Advantage

3. 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.”
- Edgar Schein

4. Conceptual Framework for Understanding Organizational Culture
Figure 2-1 (p43) shows the building blocks of organizational culture and its outcomes

5. The Layers of Organizational Culture
Observable
Artifacts
Espoused
Values
Basic Underlying
Assumptions
Source: Adapted from E H Schein, Organizational Culture and Leadership, 2nd ed (San Francisco: Jossey-Bass, 1992), p 17.

6. Four Functions of Organizational Culture
Sense-making
device
identity
Social system
stability
Collective
commitment

7. Types of Organizational Culture
Type of Normative Culture Belief Characteristics
Constructive Achievement Goal and achievement oriented
Constructive Self-actualizing Value self-development and creativity
Constructive Humanistic Participative, employee encouraging centered, and supportive
Constructive Affiliative High priority on constructive interpersonal relationships,
and focus on work group satisfaction

8. Types of Organizational Culture (cont)
Type of Normative Culture Belief Characteristics
Passive Approval Avoid conflict, strive to be liked Defensive by others, and approval oriented
Passive Conventional Conservative, bureaucratic, and Defensive people follow the rules
Passive Dependent Nonparticipative, centralized Defensive decision making, and employees do what they are told
Passive Avoidance Negative reward system and Defensive avoid accountability

9. Types of Organizational Culture (cont)
Type of Normative Culture Belief Characteristics
Aggressive- Oppositional Confrontation and negativism Defensive rewarded
Aggressive Power Nonparticipative, take charge of Defensive subordinates and responsive to
superiors
Aggressive Competitive Winning is valued and a win-Defensive lose approach is used.
Aggressive Perfectionistic Perfectionistic, persistent, and Defensive hard-working

10. Embedding Organizational Culture
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, language, 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, and myths about key people and events

11. Embedding Organizational Culture (cont)
The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control
Leader reactions to critical incidents and organizational crises
The workflow and organizational structure
Organizational systems and procedures
Organizational goals and the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people

12. A Model of Organizational Socialization
Perceptual and Social Processes
Phases
1. Anticipatory socialization Learning that occurs prior to joining the organization
Anticipating realities about the organization and the new job
Anticipating organization’s need for one’s skills and abilities
Anticipating organization’s sensitivity to one’s needs and values

13. A Model of Organizational Socialization (cont.)
Perceptual and Social Processes
Phases
Managing lifestyle- versus-work conflicts
Managing intergroup role conflicts
Seeking role definition and clarity
Becoming familiar with task and group dynamics
2. Encounter Values, skills and attitudes start to shift as new recruit discovers what the organization is truly like

14. A Model of Organizational Socialization (cont.)
Perceptual and Social Processes
Phases
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

15. A Model of Organizational Socialization (continued)
Phases
1. Anticipatory socialization
2. Encounter
3. Change and acquisition
Outsider
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

16. Have you Been Adequately Socialized?
Have you been adequately socialized in this College?
Does your school adequately socialize employees?
How do high levels of socialization impact a new student’s satisfaction? Explain.
What is a new student’s role in the socialization process?

17. Mentoring
The process of forming and maintaining intensive and lasting developmental relationships between a variety of developers (i.e., people who provide career and psychosocial support) and a junior person (the protégé, if male; or protégée if female).
Functions of Mentoring
Career Functions - Sponsorship - Exposure and visibility - Coaching - Protection - Challenging assignments
Psychosocial Functions - Role modeling - Acceptance and confirmation - Counseling - Friendship

18. Developmental Networks Associated with Mentoring
Developmental relationship strength
Strong ties
Weak ties
•D2
•D2
Low range
D1•
D1• •P •P
Receptive
Traditional
Developmental relationship diversity
D1•
•D2
D1•
•D2 •
High range • P P
D3•
•D4
D3•
•D4
Opportunistic
Entrepreneurial
Source: M Higgins and K Kram, “Reconceptualizing Mentoring at Work: A Developmental Network Perspective,” Academy of Management Review, April 2001, p. 270
Key: D, developer; P, protégé.

19. Building an Effective Mentoring Network
Become the perfect protégé
Engage in 360-degree networking
Commit to assessing, building, and adjusting the mentor network
Develop diverse, synergistic connections
Realize that change is inevitable