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Organizational Culture, Socialization, & Mentoring
Organizational Culture: Definition and ContextDynamics of Organizational Culture
Developing High-Performance CulturesThe Organizational Socialization Process
Embedding Organizational Culture through Mentoring
Cha
pter
3
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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 manifestations and functions of an organization’s culture.
4. Discuss the three general types of organizational culture and their associated normative beliefs.
5. Explain the three perspectives proposed to explain the type of cultures that enhance an organization’s financial performance.
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Ch. 3 Learning Objectives
6. Discuss the process of developing an adaptive culture.
7. Summarize the methods used by organizations to embed their cultures.
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.
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Organizational Culture
Shared values and beliefs that underlie a company’s identityWhat types of organizational culture’s have you worked in?How does the organization’s culture manifest itself?
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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
Figure 3-1
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Layers of Organizational Culture
Observable artifacts•Examples?
Values – enduring belief in a mode or conduct or end-state•Difference between espoused and enacted?
Basic Assumptions
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Which of the following is most resistant to change?a.Observable artifactsb.Espoused valuesc.Enacted valuesd.Basic assumptions
Test Your Knowledge
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Four Functions of Organizational Culture
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For Discussion: Your Opinion
Is there one best type of organizational culture?• A=Yes, B=No
Why or why not?
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For Discussion: Your Opinion
Do organization’s have predominantly one culture?• A=Yes, B=No
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Three Types of Cultures
ConstructivePassive-defensiveAggressive-defensive
Which type of culture do you think Enron had?
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Constructive Culture
Constructive Culture employees are encouraged to interact with others and to work on tasks and projects that will assist in satisfying their needs to grow and develop
High priority on constructive interpersonal relationships, and focus on work group satisfaction
Affiliative
Participative, employeecentered, and supportive
Humanistic-encouraging
Value self-development and creativity
Self-actualizing
Goal and achievement oriented
Achievement
Organizational Characteristics
Normative Beliefs
Table 3-1
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Passive Defensive Culture
Passive Defensive Culture overriding belief that employees must interact with others in ways that do not threaten their job security
Negative reward system and Defensive avoid accountability
Avoidance
Nonparticipative, centralized decision making, and employees do what they are told
Dependent
Conservative, bureaucratic, and people follow the rules
Conventional
Avoid conflict, strive to be liked by others, and approval oriented
Approval
Organizational Characteristics
Normative Beliefs
Table 3-1
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Aggressive-Defensive Culture
Aggressive-Defensive Culture encourage employees to approach tasks in forceful ways in order to protect their status and job security
Perfectionistic, persistent, and hard working
Perfectionistic
Winning is values and a win-lose approach is used
Competitive
Nonparticipative, take charge of Defensive subordinates, and responsive to superiors
Power
Confrontation and negativism rewarded
Oppositional
Organizational Characteristics
Normative Beliefs
Table 3-1
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Test Your Knowledge
An organization that endorses the normative belief that employees must interact in ways that do not threaten their own job security has a _______________ culture.a.Constructiveb.Passive-defensivec. Aggressive-defensive
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Test Your Knowledge
Research has shown that organizational culture is not consistently related to:a. Intentions to stayb.Financial performancec. Job satisfactiond.None of the above
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Developing and Preserving an Adaptive Culture
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Embedding Culture in Organizations
Formal statements or organizational philosophyDesign of physical spaceSlogans, language, acronyms, sayingsDeliberate role modeling, trainingExplicit rewards, status symbolsStories, legends, myths
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Embedding Culture in Organizations
Leader reactions to critical incidentsWorkflow and organizational structureOrganizational activities, processes, or outcomes leaders attend toOrganizational systems and proceduresOrganizational goals and criteria for managing human resources
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Test Your Knowledge
Hanging white boards surrounded by comfortable chairs interspersed throughout the office space is an example of embedding culture througha.Formal statementb.Explicit rewardsc. Design of physical spaced.Stories and legends
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Organizational Socialization
Phases Perceptual 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
Figure 3-4
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Organizational Socialization
Phases Perceptual 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
Figure 3-4
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Organizational Socialization
Phases Perceptual 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
Figure 3-4
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Organizational Socialization
Phases
1) Anticipatory socialization2) 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
Figure 3-4
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Socialization Tactics
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Which of the following is false?a. Using a sink-or-swim approach
effectively identifies the employees who fit with the culture
b. Socialization approaches should be tailored to the organization, the job, and the person
c. Managers should pay special attention to socialization of diverse employees
d. All of the above
Test Your Knowledge
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Mentoring
Mentoring is the process of forming and maintaining developmental relationships between a mentor and a junior person
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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?
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• D2
D1 •• P
Receptive
• D2
D1 •• P
Traditional
Entrepreneurial
• P
Opportunistic
Developmental Relationship StrengthWeak Ties Strong Ties
D1 • • D2
D3 • • D4
Low Range
High Range
Develo
pm
en
tal R
ela
tion
sh
ip D
ivers
ity
Key:
D = developer
P = protege
• P
D1 • • D2
D3 • • D4
Figure 3-5
Developmental Networks Associated with Mentoring
Supplemental SlidesC
hapt
er3
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Video: Pike Place Fish Market
What does it mean at Pike Place Fish to be world famous? Why does it take some new employees months to understand this concept?What role does organizational culture play in Pike Place Fish’s quest to be world famous? Why are other firms such as Coffee Bean & Tea Leaf adopting the “fish” philosophy?How does Pike Place Fish create the context for workers to reach their maximum potential? What role does socialization and mentoring play in creating and nurturing this atmosphere?
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Effect of Culture & Personal Characteristics on Outcomes
Taken from Miron, E. Erez, M., & Naveh, E. Do personal characteristics and cultural values that promote innovation, quality, and efficiency compete or complement each other? Journal of Organizational Behavior, 25, 175-199 (2004).
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Effect of Culture & Personal Characteristics on Outcomes
Taken from Miron, E. Erez, M., & Naveh, E. Do personal characteristics and cultural values that promote innovation, quality, and efficiency compete or complement each other? Journal of Organizational Behavior, 25, 175-199 (2004).
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Merging Corporate Cultures
1) Define a realistic culture
2) Provide savvy leadership
3) Communicate consistently and carefully
4) Address the “me” issues
5) Share space
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Organizational Culture and Ethical Behavior
InspirationalStock optionsPersonal growth
New Economy
Top-downSalarySecurityOld Economy
LeadershipRewardsEmployee Expectations
Type of Culture
Know-it-all arrogant
A stake in the business
Personal wealth
The Enron Twist
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Functions of Mentoring
PsychologicalFunctions
CareerFunctions
Sponsorship
Exposure and ViabilityCoaching
Protection
Challenging Assignments
Role Modeling
Acceptance and ConfirmationCounseling
Friendship
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Implications For Mentoring Minorities
• Mentors must fully appreciate the roles they play:• Coach• Advocate• Counselor
• Understand the importance of these roles at each stage of a protégé’s career
• Mentor must also be aware of challenges race can present to protégé’s career