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Transcript of Discuss the layers and functions of organizational culture. Describe the three general types of...
Discuss the layers and functions of organizational culture.
Describe the three general types of organizational culture and their associated normative beliefs.
Summarize the methods used by organizations to embed their cultures.
Describe the three phases in Feldman’s model of organizational socialization.
Discuss the various socialization tactics used to socialize employees.
Explain the four types of developmental networks derived from a developmental network model of mentoring
Organizational Culture,Socialization, and Mentoring
Learning Objectives
Chapter Two
Organizational culture shared values and beliefs that underlie a company’s identity.
2-1
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Organizational Culture
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2-2 Figure 2-1
A Conceptual Framework for Understanding Organizational Culture
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AntecedentsOrganizational
Culture
Organizationalstructure and
practices
Group and social
processes
Collective attitudes and
behavior
Organizationaloutcomes
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2-3
Layers of Organizational Culture
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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
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2-4 Figure 2-2
Four Functions of Organizational Culture
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Organizationalculture
Sense-makingdevice
Organizationalidentity
Social systemstability
Collectivecommitment
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2-5 Table 2-1
Types of Organizational Culture
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High priority on constructive interpersonal relationships, and focus on work group satisfaction
AffiliativeConstructive
Participative, employee-centered, and supportive
Humanistic-encouraging
Constructive
Value self-development and creativity
Self-actualizing
Constructive
Goal and achievement oriented
AchievementConstructive
Organizational Characteristics
Normative Beliefs
General Types of Culture
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2-6 Table 2-1
Types of Organizational Culture (Cont.)
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Negative reward system and avoid accountability
AvoidancePassive-defensive
Nonparticipative, centralized decision-making, and employees do what they’re told
DependentPassive-defensive
Conservative, bureaucratic and people follow the rules
ConventionalPassive-defensive
Avoid conflict, strive to be liked by others and approval oriented
ApprovalPassive-defensive
Organizational Characteristics
Normative Beliefs
General Types of Culture
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2-7 Table 2-1
Types of Organizational Culture (Cont.)
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Perfectionistic, persistent and hard-working
PerfectionisticAggressive-defensive
Winning is valued and a win-lose approach is used
CompetitiveAggressive-defensive
Nonparticipative, take charge of subordinates and responsive to superiors
PowerAggressive-defensive
Confrontation and negativism awarded
OppositionalAggressive-defensive
Organizational Characteristics
Normative Beliefs
General Types of Culture
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
1. Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection and socialization
2. The design of physical space, work environments, and buildings
3. Slogans, language, acronyms, and sayings4. Deliberate role modeling, training programs,
teaching and coaching by managers and supervisors
5. Explicit rewards, status symbols (e.g., titles),and promotion criteria
6. Stories, legends, and myths about key people and events
2-8
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Embedding Organizational Culture
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7. The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control
8. Leader reactions to critical incidents and organizational crises
9. The workflow and organizational structure10. Organizational systems and procedures11. Organizational goals and the associated criteria
used for recruitment, selection, development, promotion, layoffs, and retirement of people
2-9
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Embedding Organizational Culture (Cont.)
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2-10 Figure 2-3
A Model of Organizational Socialization
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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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2-11 Figure 2-3
A Model of Organizational Socialization (Cont.)
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Phases Perception and Social Processes
2. Encounter
Values, skills and attitudes start to shift as new recruit discovers what theorganization is trulylike
• Managing lifestyle- versus-work conflicts• Managing intergroup role conflicts • Seeking role definition and clarity• Becoming familiar with task and group dynamics
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2-12 Figure 2-3
A Model of Organizational Socialization (Cont.)
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Phases Perception and Social Processes
3. Change and acquisition
Recruit masters skills and roles and adjusts to workgroup’s values and norms
• Competing role demands are resolved• Critical tasks are mastered • Group norms and values are internalized
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2-13 Figure 2-3
A Model of Organizational Socialization (Cont.)
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
PhasesPhases
1. Anticipatory socialization
2. Encounter
3. Change and acquisition
OutsiderOutsider
SocializedSocializedInsiderInsider
Behavioral OutcomesBehavioral Outcomes
• Performs role assignments
• Remains with organization
• Spontaneously innovates and cooperates
Affective OutcomesAffective Outcomes
• Generally satisfied
• Internally motivated to work
• High job involvement
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2-14 Table 2-2
Socialization Tactics
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Sequential: fixed progression of steps that culminate in the new role; Random: ambiguous or dynamic progression
Sequential vs. Random
Formal: Segregating newcomer from regular organization members; Informal: not distinguishing between newcomer and experienced members
Formal vs. Informal
Collective: consists of grouping newcomers and exposing them to a common set of experiences; Individual: exposing each individually to a set of unique experiences
Collective vs. Individual
DescriptionTactic
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2-15 Table 2-2
Socialization Tactics (Cont.)
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Investiture: affirmation of newcomer’s incoming global and specific role identities and attributes; Divestiture: denial and stripping away of the newcomer’s existing sense of self to rebuild in the organization’s image
Investiture vs. Divestiture
Serial: newcomer is socialized by an experienced member; Disjunctive: does not use a role model
Serial vs. Disjunctive
Fixed: provides a timetable for the assumption of the role; Variable: does not provide timetable
Fixed vs. Variable
DescriptionTactic
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Mentoring is the process of forming and maintaining developmental relationships between a mentor and a junior person
2-16
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Mentoring and Functions of Mentoring
Functions of Mentoring• Career Functions
- Sponsorship- Exposure-and-visibility- Coaching- Protection- Challenging assignments
• Psychosocial Functions- Role modeling- Acceptance-and-confirmation- Counseling- Friendship
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2-17 Figure 2-4
Developmental Networks Associated with Mentoring
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Source: M Higgins and K Kram, “Reconceptualizing Mentoring at Work: A Developmental Network Perspective,” Academy of Management Review, April 2001, p. 270D
ev
elo
pm
en
tal r
ela
tio
nsh
ip d
iver
sity
Low range
High range
Weak ties Strong tiesDevelopmental 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.
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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
2-18
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Skills & Best Practices: Building an Effective Mentoring Network
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