Organizational Organizational Culture, Socialization, Culture, Socialization,

and Mentoringand Mentoring

Chapter Two

•Foundation of Organizational CultureFoundation of Organizational Culture

•Layers of Organizational Culture

•Four Functions of Organizational Culture

•Types of Organizational Culture

•Outcomes Associated with Organizational Culture

•How Cultures are Embedded in Organizations

•Embedding Organizational Culture Embedding Organizational Culture Through Socialization Processes and Through Socialization Processes and Mentoring.Mentoring.

•A Three-Phase Model of Organizational Socialization

•Practical Application of Socialization Research

•Attitudes

•Using Mentoring to Your Advantage

2-1a

Chapter Two Outline

Organizational Culture IsOrganizational Culture Is

“The 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.”

- Edgar Schein- Edgar Schein

Conceptual Framework for Understanding Organizational Culture

Figure 2-1 (p41) shows the building blocks of organizational culture and its outcomes

The Layers of Organizational The Layers of Organizational CultureCulture

Source: Adapted from E H Schein, Organizational Culture and Leadership, 2nd ed (San Francisco: Jossey-Bass, 1992), p 17.

Observable

Artifacts

Espoused

Values

Basic Underlying

Assumptions

Organizationalculture

Sense-makingdevice

Organizationalidentity

Social systemstability

Collectivecommitment

Four Functions of Organizational CultureFour Functions of Organizational Culture

ConstructiveConstructive Self-actualizing Value self-development and creativity

Type ofType of Normative Normative CultureCulture BeliefBelief CharacteristicsCharacteristics

ConstructiveConstructive Achievement Goal and achievement oriented

ConstructiveConstructive Humanistic- Participative, employee encouraging centered, and

supportiveConstructiveConstructive Affiliative High priority on constructive

interpersonal relationships,

and focus on work group satisfaction

Types of Organizational Culture

Passive-Passive- Conventional Conservative, bureaucratic, and

DefensiveDefensive people follow the rules

Type ofType of Normative Normative CultureCulture BeliefBelief CharacteristicsCharacteristics

Passive-Passive- Approval Avoid conflict, strive to be liked

DefensiveDefensive by others, and approval oriented

Passive-Passive- Dependent Nonparticipative, centralized

Defensive Defensive decision making, and employees

do what they are toldPassive-Passive- Avoidance Negative reward system and

DefensiveDefensive avoid accountability

Types of Organizational Culture (cont)

Aggressive-Aggressive- Power Nonparticipative, take charge of DefensiveDefensive subordinates and responsive to

superiors

Type ofType of Normative Normative CultureCulture BeliefBelief CharacteristicsCharacteristics

Aggressive-Aggressive- Oppositional Confrontation and negativism

DefensiveDefensive rewarded

Aggressive-Aggressive- Competitive Winning is valued and a win-Defensive Defensive lose approach is used.

Aggressive-Aggressive- Perfectionistic Perfectionistic, persistent, and DefensiveDefensive hard-working

Types of Organizational Culture (cont)

• 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• 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

Embedding Organizational Embedding Organizational CultureCulture

• 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

• Organizational systems and procedures• Organizational goals and the associated

criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people

Embedding Organizational Culture Embedding Organizational Culture (cont)(cont)

A Model of Organizational A Model of Organizational SocializationSocialization

1. Anticipatory socialization

Learning that occursprior to joining the organization

PhasesPhases

• Anticipating realities about the organization and the new job• Anticipating organization’s need for one’s skills and abilities• Anticipating organization’s sensitivity to one’s needs and values

Perceptual and Social Perceptual and Social ProcessesProcesses

A Model of Organizational A Model of Organizational Socialization (cont.)Socialization (cont.)

2. Encounter

Values, skills and attitudes start to shift as new recruit discovers what theorganization is trulylike

PhasePhasess • Managing lifestyle-

versus-work conflicts• Managing intergroup role conflicts • Seeking role definition and clarity• Becoming familiar with task and group dynamics

Perceptual and Social Perceptual and Social ProcessesProcesses

A Model of Organizational A Model of Organizational Socialization (cont.)Socialization (cont.)

3. Change and acquisition

Recruit masters skills and roles and adjusts to workgroup’s values and norms

PhasesPhases

• Competing role demands are resolved• Critical tasks are mastered • Group norms and values are internalized

Perceptual and Social Perceptual and Social ProcessesProcesses

A Model of Organizational Socialization (continued)A Model of Organizational Socialization (continued)

PhasesPhases

1. Anticipatory socialization

2. Encounter

3. Change and acquisition

OutsiderOutsider

SocializedSocializedInsiderInsider

Behavioral Behavioral OutcomesOutcomes

• Performs role assignments

• Remains with organization

• Spontaneously innovates and cooperates

Affective OutcomesAffective Outcomes

• Generally satisfied

• Internally motivated to work

• High job involvement

Have you Been Adequately Have you Been Adequately Socialized?Socialized?

• What is a new student’s role in the socialization process?

• Does your school adequately socialize employees?• How do high levels of socialization impact a new student’s satisfaction? Explain.

• Have you been adequately socialized in this College?

Functions of MentoringFunctions of Mentoring• Career Functions

- Sponsorship- Exposure and visibility- Coaching- Protection- Challenging assignments

• Psychosocial Functions- Role modeling- Acceptance and confirmation- Counseling- Friendship

The process of forming and maintaining intensive and lasting developmental relationships between a variety of developers (i.e., people who provide career and psychosocial support) and a junior person (the protégé, if male; or protégée if female).

MentoringMentoring

Developmental Networks Associated Developmental Networks Associated with Mentoringwith Mentoring

Source: M Higgins and K Kram, “Reconceptualizing Mentoring at Work: A Developmental Network Perspective,” Academy of Management Review, April 2001, p. 270D

evelo

pm

en

tal re

lati

on

sh

ip

div

ers

ity

Low range

High range

Weak ties Strong ties

Developmental relationship strength

•D2

D1• •P

•D2

D1• •P

Receptive Traditional

D1•

D3•

•D2

•D4

Opportunistic

•P

D1•

D3•

•D2

•D4

Entrepreneurial

•P

Key: D, developer; P, protégé.

Building an Effective Mentoring Network

Become the perfect protégé Engage in 360-degree networking Commit to assessing, building, and

adjusting the mentor network Develop diverse, synergistic

connections Realize that change is inevitable