2. Organizational Behavior
Copyright © 2008 by the McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
Organizational Behavior, Core Concepts 12
Organizational Behavior
core concepts
Organizational Culture: How Organization’s Create and Transmit a Culture

3. Learning Objectives
Discuss the layers and functions of organizational culture.
Define the general types of organizational culture and identify their associated normative beliefs.
Explain how organizations embed their cultures.
Summarize the process of organizational socialization in terms of three phases.
Describe methods for socializing employees.
Discuss the role of mentors in organizations.

4. Organizational Culture
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

5. Organizational Culture
Shaped by four components:
Founder’s values
Industry and business environment
National culture
Senior leaders vision

6. Layers of Organizational Culture
Observable artifacts
Consist of the physical manifestation of an organization’s culture
Acronyms, manner of dress, awards, myths and stories, published lists of values, observable rituals and ceremonies, special parking spaces, and decorations

7. Layers of Organizational Culture
Values
concepts or beliefs that pertain to desirable end states, transcend situations, guide selection of behavior and are ordered by relative importance
Espoused values
represent the explicitly stated values and norms that are preferred by an organization

8. Question?
What represents the values and norms that actually are exhibited or converted into employee behavior?
A. Espoused values
B. Valued behavior
C. Enacted values
D. Basic assumptions
The correct answer is “C” – enacted values. See next slide.

9. Layers of Organizational Culture
Enacted values
represent the values and norms that actually are exhibited or converted into employee behavior
Based on observable behavior

10. Layers of Organizational Culture
Basic assumptions
Constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior

11. Functions of Organizational Culture
Give members an organizational identity
Facilitate collective commitment
Promote social system stability
Shape behavior by helping members make sense of their surroundings
Figure 2-2

12. Types of Organizational Culture
Constructive
Passive-defensive
Aggressive-defensive

13. Organizational Culture
Normative beliefs
thoughts and beliefs about expected behavior and modes of conduct

14. Types of Organizational Culture
Constructive
Employees are encouraged to interact with others and to work on tasks and projects in ways that will assist them in satisfying their need to grow and develop
Associated with achievement, self-actualizing, humanistic-encouraging, and affiliative

15. Types of Organizational Culture
Passive-defensive
Overriding belief that employees must interact with others in ways that do not threaten their own job security
Associated with approval, conventional, dependent, and avoidance

16. Types of Organizational Culture
Aggressive-defensive
Encourages employees to approach tasks in forceful ways in order to protect their status and job security
Associated with oppositional power, competitive, and perfectionistic

17. Outcomes Associated with Organizational Culture
Significantly correlated with employee behavior and attitudes
Congruence between an individual’s values and the organization’s values was associated with organizational commitment, job satisfaction, intention to quit, and turnover
Did not predict financial performance
Mergers frequently failed due to incompatible cultures

18. Embedding Organizational Culture
Organizational members teach each other about the organization’s preferred values, beliefs, expectations, and behaviors

19. 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

20. Embedding Organizational Culture
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

21. Embedding Organizational Culture
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

22. Embedding Organizational Culture
Organizational systems and procedures
Organizational goals and the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people

23. 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

24. Phase 1: Anticipatory Socialization
Occurs before an individual joins an organization
Involves the information people learn about different careers, occupations, professions, and organizations

25. 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

26. Phase 3: Change and Acquisition
Requires employees to master important tasks and roles and to adjust to their work group’s values and norms

27. Practical Application of Socialization Research
Managers should avoid a haphazard approach to organizational socialization
Managers play a key role during the encounter phase
Organization can benefit by training new employees to use proactive socialization behaviors
Managers should pay attention to the socialization of diverse employees

28. Question?
What is the process of forming and maintaining developmental relationships between a supervisor and a junior person?
A. Senior leadership
B. Mentoring
C. Socialization
D. Orientation
The correct answer is “B” – mentoring. See next slide.

29. Mentoring
Mentoring
the process of forming and maintaining developmental relationships between a mentor and a junior person

30. Functions of Mentoring
Psychosocial Functions - Role modeling - Acceptance-and-confirmation - Counseling - Friendship

31. Developmental Networks that Underlie Mentoring
Diversity of developmental relationships
reflects the variety of people within the network an individual uses for developmental assistance

32. Network Diversity Two sub-components
Number of different people is networked with
Various social systems from which the networked relationships stem

33. Developmental Networks Associated with Mentoring

34. Developmental Networks that Underlie Mentoring
Developmental relationship strength
reflects the quality of relationships among the individual and those involved in his developmental network

35. Personal and Organizational Implications
Job and career satisfaction are likely to be influenced by the consistency between an individual’s career goals and the type of developmental network at his disposal

36. Personal and Organizational Implications
A developer’s willingness to provide career and psycho-social assistance is a function of the protégé’s ability, potential, and the quality of the interpersonal relationship