Socialization of New Members (Chapter 8)

Dr. Lora Helvie-Mason, COMS 404

Before you read…Think of a time when you

were NEW to an organization…

Think of a time when others were new to an

organization you are very familiar with…

Consider why we would study the topic of new

members and their socialization into an organization in this

course…

Organizational Socialization

“Organizational socialization is an inherent interactional, communicative process—the self socialization attempts of the organizational member affect and are affected by the attempts of the organization to socialize the new member (Griffin, Colella, & Goparaju, 2000)” o Modaff, Butler, & Dewine, 2012, p. 147

“As communication practices, socialization processes both shape interaction and are shaped through interaction over time” (Gomez, 2009)

Think about it…Examine

the organizatio

n you selected for the

semester. What

information can you

find about their new member

socialization

processes?

Theory of Structuration (Giddens)

Organizational structure is not a concrete entity, but it is produced as people interact on a daily basis, attempting to accomplish individual and collective purposesThis can be a little tricky to get the first time

around. Basically, Giddens was saying that structure happens on both a MACRO and MICRO

levelStructure on the MACRO level is the organization.

This type of structure is the way we socially interact AND the outcome of how we interact -> Meaning we both create the environment by our

interactions AND have an environment.

Structure on the MICRO level would be represented by our individual social interactions.

SO…Behavior and structure are intertwined!

Think of a coinAlthough we can’t see it,

both sides MUST be present. They co-exist to make up the

coin.

A coin cannot exist

without BOTH sides

Both STRUCTURE and AGENTS in the structure are related. They co-

exist.

Theory of Structuration (2)

Organizational structure is NOT concrete. It is produced, it changes, it mediates and even constrains later interactions

Principleso Agency: Members daily actions create structure.

Members are knowledgeable and know their interactions either maintain or change existing organizational structure

o Awareness: Members have different levels of awareness• Discursive consciousness – some activities/feelings are

easily explained by individuals• Practical consciousness – some experiences, behaviors, and

feelings are not easily put into words

Theory of Structuration (3)

Principles (continued)o Rules/practices: Routinized practices shape structure.

• These are the activities/behaviors members engage in without being aware they are doing them

o Power: Part of interactions and used to accomplish outcomes• Power may involve domination/control (focus on action)• Every individual has SOME degree of power on the structure

and how it operateso Unintended consequences:

• Individual actions CAN result in unintended consequences

• For example, we CAN control how we interact with others, but we CANNOT control how they will respond/react.

Think about it…

What routinized practices have you performed as a

member of an organization?

Do those practices impact organizational

structure?

Structuration & Misunderstandings

The theory of structuration highlights the centrality of communication and interaction to organizational life.

If organizational members do indeed have agency in organizational life, then the possibilities of individual member’s choices and actions being in sync with each other are low.

As members enact their agency, they will produce unintended consequences.Think about it…

We’ve examined a lot about misunderstandings this semester.

Consider how communication fits into the connection between structuration

and misunderstandings.

I’m new! Now what? A new employee NEEDS information.

o Information about tasks.o Cultural information (often vague/implied)

Organizations spend LESS time communicating their cultures, mission, and values, than they do explaining the

details of tasks.

Communication and New Members

Communication can reduce uncertainty

The more uncertain (equivocal) the message, the more the recipient needs help from others to understand it (Weick, 1979)

Communication strategies HELP increase certainty

When a situation is clear, members rely on rules to guide behavior

When a situation is unclear, members have difficulty understanding and following rules

Culture and New Members

Being “different” from the dominant group in the organization can create additional barriers to being successfulo Differences may be the result of our race, gender, age,

religion, ethnicity, disability, sexual orientation, language, political views, etc.

As new members assimilate, they may feel the need to downplay their culture and adopt the culture of the organization (“selling out”)

Selling out and buying in

Blank & Slipp (2000) guidelines for buying in instead of selling outo Your fundamental value system, that

which you hold close to your heart, is the final arbiter of “right”.

o If you know yourself—that is, have validated your talents, skills, and abilities—and perform a function or accept a position well beneath your talents, you could be in danger of “selling out.”

o If you accept, without question, the culture of an organization that flaunts its discrimination against or disrespect for your culture, you could be in danger of “selling out.”

Think about it… Compare what you are learning to the

“traditional” organizations that spend effort on precise actions

Consider “humanistic” organizations and

their beliefs about knowing employeesHow are new employees treated in “traditional”

and “humanistic” organizations?

What role does communication play?

Organizational Assimilation

Assimilation is the process by which an individual becomes integrated into the culture of an organization (Jablin, 2001)

Two inter-related processes

Planned and unintentional efforts by the organization to “socialize”

employees

Attempts of organizational members to “individualize” or

change roles and work environment to better fit their values, attitudes, and needs

Assimilation Assimilation and Socialization are NOT the same terms Assimilation may be based upon three assumptions

(Bullis & Stout, 2000)1. Individuals AND organizations are active agents in

assimilation• They influence each other• Socialization is HALF of the assimilation process—along with

individualization efforts by the new member

2. Organizations are “bounded” entities• We adopt language of insiders/outsiders• Individuals cross through a boundary to/from an organization

3. Assimilation occurs in phases • Anticipatory socialization• Encounter• Metamorphisis

Phase 1: Anticipatory Socialization

New member forms expectations of what it would be like to be a member of the organizationo Vocational anticipatory socialization

• Information gathered during childhood and adolescence

o Organizational anticipatory socialization• Information intentionally and unintentionally

gathered as job seeker interacts with potential employing organization (from a variety of sources)

Think about it…The word

“anticipate” is key in the phrase.

Phase 2: Encounter This entry phase takes place as the new member

begins to confront the reality of his or her organizational role.o “I’m new, but I don’t know all of the “insider” stuff that

everyone else knows” Information shared in formal orientation programs,

socialization strategies, training programs, formal/informal mentoring, media sources, etc.

Depending on their levels of uncertainty, newcomers may try to learn more through:Overt questioning Indirect questioningThird-party questioning TestingDisguising conversations Observations

Surveillance

Think about it…What strategies have you used? Why? Did

they work?

Phase 2: Encounter (continued)

Organizational identification involves an individual's sense of members in and connection with an organizationo Kenneth Burke, George Cheney, Phillip Tompkins

Sources of identification for an organizational membero IntraOrganizational Sources (work teams, departments, unions, lunch

groups, supervisor, etc.)o ExtraOrganizational Sources (family, customers, influential public figures,

the media, etc.) Targets: organizational members a person looks to for connection Pulls: organizations or groups seeking to connect with newcomer Disidentification: seeking separateness, disconnection, exclusion Related to job satisfaction, performance, decision making,

conflict, length of service, & employee interaction.

Phase 3: Metamorphisis

Final phase New member begins to CHANGE some of his/her

behaviors and expectations in order to meet the standards of the new environment

Alter the requirements of his/her role to match his/her needs, desires, and skills

Consider a time you were in phase 3 as you joined an

organization. Explore your feelings, emotions, and

reactions to this memory and the information about this phase

There are critics of

Assimila

tion…

consider their

perspectives…

Organizational Socialization

The process by which an individual acquires the social knowledge and skills necessary to assume an organizational role (Van Maanen & Schein, 1979)o How an organization socializes newcomers affect how the

newcomer reacts to the organization and her/his role in it Loyalty

o Affects socializationo Moral obligation to engage in a mode of conduct reflecting

loyalty and duty Congruency

o Affects socializationo Congruency between core values held by organization and

those of individual

Responding to Socialization

Custodial Response Newcomer accepts the

role as it is presented Does not question the

status quo

Innovative Response Newcomer makes

changes to knowledge base/strategy associated with the role

Redefines the purpose of role functions

Socialization Tactics(know terms AND meanings/definitions)

Collective Individual

Formal Informal

Sequential Random

Fixed

Serial

Investiture

Variable

Disjunctive

Divestiture

Successful Socialization

Employees should collect LOTS of information about the organization

Managers should actively monitor the progress of new employees during initial days

New employees should assess how much of their culture they may need to set aside to adopt the organization’s culture

Managers should consider what works best for the new employee

REMEMBER: The socialization process in organizations is critical to maintaining a dedicated, loyal workforce.

Socialization of New Members

What are your feelings about

socialization and assimilation? Think of your current

organizational involvement. Based

on your reading, how can/should

processes be changed?