1. Organizational Culture, Socialization, and Mentoring Chapter Two Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Organizational Behavior: Key Concepts, Skills & Best Practices, 3/e

2. 2-2 Organizational Culture Organizational culture -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

3. 2-3 Organizational Culture Characteristics Passed on to new employees through the process of socialization Influences our behavior at work Operates at different levels

4. 2-4 Organizational Culture Shaped by four components: -Founder’s values -Industry and business environment -National culture -Senior leaders vision

5. 2-5 Layers of Organizational Culture Observable artifacts -Consist of the physical manifestation of an organization’s culture -Acronyms, manner of dress, awards, myths and stories, published lists of values, observable rituals and ceremonies, special parking spaces, and decorations -Also include visible behaviors exhibited by organizational members and groups

6. 2-6 Layers of Organizational Culture Espoused values -represent the explicitly stated values and norms that are preferred by an organization Enacted values -represent the values and norms that actually are exhibited or converted into employee behavior -Based on observable behavior

7. 2-7 Layers of Organizational Culture Basic assumptions -Constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior  Which one out of the three would be the easiest to change?

8. 2-8 Four Functions of Organizational Culture Figure 2-2

9. 2-9 Types of Organizational Culture Various attempts to identify and measure types of organizational culture Three general types of OC -Constructive : Employees are encouraged to interact with others and to work on tasks in ways that will assist them in satisfying their needs to grow and develop -Passive-defensive : Employees are led to interact with others in ways that do not threaten their own job security -Aggressive-defensive : Employees are encouraged to approach tasks in forceful ways in order to protect their status and job security -Not widely used typology

10. 2-10 Types of Organizational Culture So many dimensions proposed by various authors Competing Values Framework (Cameron & Quinn) -Being empirically derived, having face and empirical validity, and helping to integrate many of the dimensions proposed by the authors -Initially from the research on organizational effectiveness (39 indicators 2 dimensions)

11. 2-11 Types of Organizational Culture Flexibility and Discretion Stability and Control Internal Focus and Integration External Focus and Differentiation Clan Adhocracy HierarchyMarket (GE, SAMSUNG) (McDonald, Government Agency) (South West Airline) (Consulting firms, Software development)

12. 2-12 Types of Organizational Culture Hierarchy : Characterized by formalized and structured place to work; Formal rules, procedures, and policies govern what people do, Stability, predictability, and efficiency are valued -> “Bureaucracy” Market : Focused on transactions with external entities including customers, suppliers, regulators to create competitive advantage; Profitability, bottom line results, Stretch target, competitiveness are valued

13. 2-13 Types of Organizational Culture Clan : Family-type organization; Shared values and goals, cohesion, participation, a sense of “we-ness,” teamwork, empowerment are typical characteristics; Concerned with developing humane work environment Adhocracy : Most responsive to the hyperturbulent, business environments; Adaptation and innovation, creativity are valued; “Tents rather than palaces”; Organizations are in the business of developing new products and services (ad hoc: temporary, specialized)

14. 2-14 Types of Organizational Culture Culture Profiles -Organizational culture doesn’t likely to exist as a pure form but as a combination of 4 prototypes of culture Clan Adhocracy HierarchyMarket

15. 2-15 Outcomes Associated with Organizational Culture 1.Significantly correlated with employee behavior and attitudes 2.Congruence between an individual’s values and the organization’s values was associated with organizational commitment, job satisfaction, intention to quit, and turnover 3.Did not predict financial performance (But, it did not consider fit with environments) 4.Mergers frequently failed due to incompatible cultures

16. 2-16 Embedding Organizational Culture Organizational members teach each other about the organization’s preferred values, beliefs, expectations, and behaviors

17. 2-17 Embedding Organizational Culture 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 sayings 4.Deliberate role modeling, training programs, teaching and coaching by managers and supervisors 5.Explicit rewards, status symbols (e.g., titles), and promotion criteria

18. 2-18 Embedding Organizational Culture 6.Stories, legends, and myths about key people and events 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 structure 10.Organizational systems and procedures 11.Organizational goals and the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people

19. 2-19 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 Three Phase Model -Anticipatory Socialization Encounter Change and acquisition

20. 2-20 Phase 1: Anticipatory Socialization Occurs before an individual joins an organization Involves the information people learn about different careers, occupations, professions, and organizations

21. 2-21 Phase 2: Encounter Employees learn what the organization is really like and reconcile unmet expectations Onboarding – programs aimed at helping employees integrate, assimilate, and transition to new jobs

22. 2-22 Phase 3: Change and Acquisition Requires employees to master important tasks and roles and to adjust to their work group’s values and norms

23. 2-23 Practical Application of Socialization Research 1.Managers should avoid a haphazard approach to organizational socialization 2.Managers play a key role during the encounter phase 3.Organization can benefit by training new employees to use proactive socialization behaviors 4.Managers should pay attention to the socialization of diverse employees

24. 2-24 Mentoring -the process of forming and maintaining developmental relationships between a mentor (developer) and a junior person (mantee) (* mantee = protégé / protégé e)

25. 2-25 Functions of Mentoring Career Functions - Sponsorship - Exposure-and- visibility - Coaching - Protection - Challenging assignments Psychosocial Functions - Role modeling - Acceptance-and- confirmation - Counseling - Friendship

26. 2-26 Mentoring Developmental Network -Diversity of developmental relationships reflects the variety of people within the network an individual uses for developmental assistance (2 sub-components) -Developmental relationship strength reflects the quality of relationships among an individual and those involved in his (her) developmental network

27. 2-27 Mentoring Two sub-components of diversity -Number of different people the person is networked with -Various social systems from which the networked relationships stem (employer, school, family or relatives, professional association, religious affiliations)

28. 2-28 Developmental Networks Associated with Mentoring Figure 2-4

29. 2-29 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

30. 2-30 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