Organizational Culture, Climate and Socialization

8/2/2019 Organizational Culture, Climate and Socialization

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Organizational Culture,Socialization & Mentoring

Organizational Culture:Definition and Context

Developing High

Performance Cultures The Organizational

Socialization Process

Embedding OrganizationalCulture Through Mentoring


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Organizational Culture

OrganizationalCulture isThe setof shared, taken-for-

granted implicitassumptions that agroup holds and thatdetermines how itperceives, thinksabout, and reacts to itsvarious environments.

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Definitions and Characteristics

a pattern of basic assumptions invented,discovered or developed by a given group asit learns to cope with its problems of external

adaptation and internal integration that hasworked well enough to be consideredvaluable and, therefore, to be taught to newmembers as the correct way to perceive,

think, and feel in relation to those problems Edgar Schein


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Recent Perspectives

More recently Joanne Martin emphasizes thediffering perspectives of culture in organizations. Shenotes:

As individuals come into contact with organizations, theycome into contact with dress norms, stories people tellabout what goes on, the organizations formal rules and

procedures, its formal code of behaviour, rituals, tasks,pay systems, jargon, and jokes only understood by

insiders and so on. These elements are some of themanifestations of organizational culture.


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Further

She, however, adds another perspective ofculture as well:

When cultural members interpret the meanings

of these manifestations, their perceptions,memories, beliefs, experiences, and values willvary, so interpretations will differ even of thesame phenomenon. The patterns orconfigurations of these interpretations, and theways they are enacted, constitute culture.


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Characteristics

Observed Behavioural Regularities

Norms

Dominant Values Philosophy

Rules

Organizational Climate


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Understanding Organizational Culture

Antecedents

Founders values

Industry & businessenvironment

National culture

Senior leadersvision and behavior

OrganizationalStructure &

Practices

Reward systems

Organizationaldesign

OrganizationalCulture

Observable artifacts

Espoused values

Basic assumptions

Group & SocialProcesses

Socialization

Mentoring

Decisionmaking

Groupdynamics

Communication

Influence &

empowerment Leadership

OrganizationalOutcomes

Effectiveness

Innovation &stress

Collective

Attitudes &Behavior

Work attitudes

Job satisfaction

Motivation

3-3Figure 3-1

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Four Functions of Organizational Culture

Organizationalculture

Sense-makingdevice

Organizationalidentity

Social systemstability

Collectivecommitment

3-4Figure 3-2

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Firm succeeds.Business leaders emphasize the importance of

constituencies and leadership in creating the success.

Early business leaders create and implement a business visionand strategy that fits the business environment well.

A strong culture emerges with a core that emphasizes service to customers,stockholders, and employees, as well as the importance of leadership.

Subsequent top managers work to preserve the

adaptive core of the culture.

They demonstrate greater commitment to itsbasic principles than any specific business

strategy or practice.

Developing an Adaptive Culture3-8

Figure 3-3

.

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Embedding Culture in Organizations

1) Formal statements of organizational philosophy,mission, vision, values, and materials used forrecruiting, selection and socialization

2) The design of physical space, work environments and

buildings3) Slogans, acronyms, and sayings

4) Deliberate role modeling, training programs, teachingand coaching by managers and supervisors

5) Explicit rewards, status symbols (e.g. titles), andpromotion criteria

6) Stories, legends, or myths about key people andevents

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Embedding Culture in Organizations

7) The organizational activities, processes, oroutcomes that leaders pay attention to,measure, and control

8) Leader reactions to critical incidents andorganization crises

9) The workflow and organizational structure

10) Organizational systems and procedures

11) Organizational goals and the associatedcriteria for recruitment, selection,development, promotion, layoffs, andretirement of people

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Dimensions of Corporate Culture

Hofstede Classifications

Motivation: Activities VS Outputs

Relationship: Job Vs Person Identity: Corporate Vs Professionals

Communication: Open Vs Closed

Control: Tight Vs Loose Conduct: Conventional Vs Pragmatic


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Dimensions of Corporate Culture...

Motivation

Activities Outputs

To be consistent and precise. Tostrive for accuracy and attentionto details. To refine and perfect.

Get it right

To be pioneers. To pursue clear actionsand objectives. To innovate and progress.

Go for it.

Relationship

Job Person

To put the demands of the jobbefore the needs of theindividual

To put the needs of the individual beforethe needs of the job


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Identity

Corporate Professional

To identify and uphold theexpectation

To pursue the aims and ideals of eachprofessional practice

Communication

Open Closed

To stimulate and encourage a fulland free exchange of information

and opinions

To monitor and control the exchange andaccessibility of information and opinions.


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Control

Tight Loose

To comply with clear and definite

system and practices

To work flexibly and adaptively

according to the needs of the

situation

Conduct

Conventional Pragmatic

To put the expertise and standard ofthe employing organization first. To

do what we know is right

To put the demands and expectationsof customers first. To do what they

ask.

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Organizational Socialization

Phases

1) Anticipatory socialization

2) Encounter

3) Change and acquisition

Outsider

Behavioral Outcomes

Performs role assignments

Remains with organization

Spontaneously innovates and

cooperates

Socialized InsiderAffective Outcomes

Generally satisfied

Internally motivated to work

High job involvement

3 14Figure 3-4 cont.

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Mentoring

Mentoringis the process offorming and maintainingintensive and lastingdevelopmental relationships

between a variety ofdevelopers and a juniorperson

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Functions of Mentoring

Career Functions Sponsorship

Exposure-and-Visibility

Coaching

Protection Challenging Assignments

Psychological Functions Role Modeling

Acceptance-and-Confirmation

Counseling

Friendship

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Organizational Culture, Climate and Socialization

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