© 2008The McGraw-Hill Companies, Inc. All rights reserved. Organizational Culture, Socialization,...

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© 2008The McGraw-Hill Companies, Inc. All rights reserved. Chapter Chapter 3 3 Organization al Culture, Socializatio n, and Mentoring Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

Transcript of © 2008The McGraw-Hill Companies, Inc. All rights reserved. Organizational Culture, Socialization,...

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

© 2008The McGraw-Hill Companies, Inc. All rights reserved.

ChapterChapter 3 3

Organizational Culture,

Socialization, and Mentoring

Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

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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 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

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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

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Organizational Culture

Shared values and beliefs that underlie a company’s identityWhat types of organizational cultures have you worked in?How does the organization’s culture manifest itself?

3-4

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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

• Motivation3-5

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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

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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

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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

3-8

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Four Functions of Organizational Culture

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Your Opinion

3-10

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Competing Values Framework

3-11

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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 marketplace3-12

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Competing Values Framework

3-13

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Your Opinion

Is there one best type of organizational culture?• A=Yes, B=No

Why or why not?

3-14

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Outcomes Associated with Culture

3-15

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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

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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

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Embedding Culture in Organizations

Deliberate role modeling, trainingExplicit 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

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Embedding Culture in Organizations

Organizational activities, processes, or outcomes leaders attend toLeader reactions to critical incidentsWorkflow and organizational structureOrganizational systems and proceduresOrganizational goals and criteria for managing human resources

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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

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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

3-21

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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

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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

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Socialization Tactics

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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? 3-26

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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

Developmental Networks Associated with Mentoring

3-27


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