Presented By:

Aniqa Altaf

Bakhtawar Ayyaz

Ayesha Jamal

Sahzia Kamal

Anum Javed

Saba Amjad

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

•Passed on to new employees through

the process of socialization

•Influences our behavior at work

•Operates at different

levels

Four Functions of Organizational

Culture

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.

Prearrival

Productivity

Encounter Metamorphosis Commitment

Turnover

Socialization ProcessOutcomes

A Socialization Model

Phase 2: Encounter

Employees learn what the organization

is really like and reconcile unmet

expectations

Phase 3: Change and Acquisition

Requires employees to master

important tasks and roles and

to adjust to their work group’s

values and norms

The Process of Organizational Socialization

Start

Careful selection of entry-level candidates

Deselect

Humility-inducing

experiences promote

openness toward accepting

organizational norms and

values

Teaches the new entrant that

he/she doesn’t know

everything about the job or

company

In-the-trenches training leads

to mastery of a core

discipline

Extensive and reinforced on-

the-job experience

Rewards and control systems are

meticulously refined to reinforce

behavior that is deemed pivotal to

success in the marketplace

Adherence to values enables the

reconciliation of personal

sacrifices

Keeping alive stories that validate the organization’s culture

Reinforcing folklore

Reward and recognize

individuals who have done the

job well

Consistent role models

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2

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6

7

:TacticsSocialization

Collective vs. Individual

Formal Vs. Informal

Fixed Vs. Variable

Serial Vs. disjunctive

Sequential Vs. Random

Investiture Vs. divestiture

Mentoring

The process of forming and

maintaining developmental

relationships between a mentor

and a junior person

Initiation

Redefinition

Cultivation

Separation

• - Sponsorship

- Exposure-and-visibility

- Coaching

- Protection

- Challenging assignments

•

- Role modeling

- Acceptance-and-confirmation

- Counseling

- Friendship

Career Functions

Psychosocial Functions

Functions of Mentoring

Skills & Best Practices: Building an

Effective Mentoring Network

1. Become the perfect protégé

2. Engage in 360-degree networking

3. Commit to assessing, building, and adjusting the

mentor network

4. Develop diverse, synergistic connections

5. Realize that change is inevitable and that all good

things come to an end

Developmental Networks Underlying Mentoring

Diversity of developmental relationships reflects the variety of people in a network used

for developmental assistance

Two sub-components

•Number of different people the person is

networked with

•Various social systems from which the

networked relationships stem

Developmental Relationship Strength:

There are four developmental Networks:

•Receptive

•Traditional

•Entrepreneurial

•Opportunistic

Relationship StrengthLow High

High

Low

Rel

ati

on

ship

Div

ersi

ty

Opportunistic Network•Independent self construal

•High core self evaluation

•Extraversion

•High openness to experience

•Independent self construal

Receptive Network

Entrepreneurial Network

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

•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

Building an Effective Mentoring Network

Invest in your relationship

Plan your network

Agree on process

Engaged in 360 degree

networking

Develop Diverse

Connection

Be ready to move on