1. Organisational Culture (OC), Socialisation and Mentoring Organsational Culture defined: shared values and beliefs that underlie an organisation’s identity. Three key elements in studying organisational culture (OC): - OC is passed on to new employees through the socialisation process - OC influences our behaviour at work - OC operates at different levels.

2. Dynamics of Organisational Culture Layers of Organisational Culture Observable artifacts – awards, dress, rites of passage, special parking spaces, decorations, myths and stories, etc. Values – enduring belief in a mode of conduct or end- state. - Espoused values: the stated values and norms that are preferred by an organisation. - Enacted values: the values and norms that are exhibited by employees.

3. AOL Time Warner Company values Creativity Customer focus Agility Teamwork Integrity Diversity Responsibility.

4. Functions of organisational Culture Organisational identity - give staff an organisational identity cf Unisa Collective commitment - facilitate collective commitment and achievement Sense-making device - shapes behaviour by helping staff make sense of their surroundings Social system stability - promote social system stability

5. Types of Organisational Culture Researchers have concluded that there is no universal typology of cultural styles that are acceptable to everyone. However, there are three generic types of OC: Constructive, passive-defensive and aggressive- defensive – and that each type is associates with a different set of normative beliefs. Normative beliefs are thoughts and beliefs about expected behaviour and modes of conduct.

6. Research on Organisational Culture (OC) OC is a relatively new addition to OB, which means the research base is incomplete. Studies to date are characterised by inconsistent definitions and varied methodologies. Some anecdotal evidence include the work of William Ouchi (1981) –Theory Z: How American Business Can meet the Japanese Challenge. - the study focused on internal culture, and developing an instructive typology based partly on cultural variables.

7. Developing High-Performance Culture A strong culture is not necessarily a good thing Why not? Can you cite examples? The nature of the culture’s central values is more important than its strength. eg. A weak but innovative culture is better than a strong but change-resistant culture.

8. Types of Cultures that Enhance an Organisation’s Financial Performance The strength perspective assumes that the strength of corporate culture is related to an organisation’s financial performance. The fit perspective assumes that culture must align with its business or strategic context. The adaptive perspective assumes that adaptive cultures enhance an organisation’s financial performance.

9. How Cultures are Embedded in Organisations Members are taught the organisation’s culture through: Formal statements – philosophy, mission, values, selection procedures, socialisation. 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, and promotion criteria. Stories, legends, or myths about key people and events. Organisational activities, processes, or outcomes that leaders pay attention to, measure, and control. Leadership reactions to critical incidents and organisational crises. The workflow and organisational structure. Organisational systems and procedures. Organisational goals and the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people. [RRR- Recruit, Retain, Retire. The essence of HRM?]

10. The Organisational Socialisation Process Organisational Socialisation the process by which employees learn an organisation’s values, norms, and required behaviours. A three-Phase Model of Organisational Socialiation Phase 1: Anticipatory Socialisation - occurs before an individual joins an organisation, and involves information on careers, occupations, professions, and organisations. Phase 2: Encounter - employees learn what the organisation is really like and reconcile unmet expectations. Phase3: change and acquisition - requires employees to master tasks and roles and to adjust to work group values and norms.

11. A Model of Organisational Socialisation Outsider Socialised insider Behavioural Outcomes -Performs role assignments -Remains with organisation -spontaneously innovates and cooperates Affective Outcomes -Generally satisfied -Internally motivated to work -High job involvement Phases 1.Anticipatory socialisation Learning that occurs prior to joining the organisation 2.Encounter Values, skills, and attitudes start to shift as new recruit discovers what the organisation is truly like 3.Change and acquisition Recruit masters skills and roles and adjusts to work group’s values and norms -Anticipating realities about the organisation and the new job -Anticipating organisation’s needs for one’s skills ad abilities -Anticipating organization’s sensitivity to one’s needs and values -Managing lifestyle-versus-work conflicts -Managing intergroup role conflicts -Seeking role definition and clarity -Becoming familiar with task and group dynamics -Competing role demands are resolved -Critical tasks are mastered -Group norms and values are internalised Perceptual and Social Processes

12. Embedding Organisational Culture through Mentoring Mentoring: the process of forming and maintaining developmental relationships between a mentor and a junior person. There are two generic functions of mentoring: 1. Career functions Sponsorship Exposure-and-visibility Coaching Protection Challenging assignments. 2. Psychosocial functions Modeling Acceptance-and-confirmation Counseling Friendship.

13. Developmental Networks Underlying Mentoring Diversity of developmental relationships - the variety of people in a network used for developmental assistance. Developmental relationship strength - the quality of relationships among people in the network.