1. Social influence, socialization, and culture

2. An example of social influence & power at work

3. Social influence in organizations In many social setting, and especially in groups people are highly dependent on others This dependence sets the stage for social influence to occur 2 kinds of dependence, information dependence and effect dependence

4. Information dependence Reliance on others for information about how to think, feel, and act Gives others the opportunity to influence our thoughts, feelings, and actions via the signals they send to us The effects of social information can be very strong, often exerting as much or more influence over others as objective reality Especially true in unknown situations

5. Effect dependence Reliance on others due to their capacity to provide rewards and punishment The group frequently has a vested interest in how individual members think and act – affect goal attainment Group members desire the approval of the group

6. Social influence in action One of the most obvious consequences of information and effect dependence is the tendency for group members to conform to the social norms that have been established by the group

7. Motives for social conformity The motives for social conformity vary across situations and can be classified as follows: -Compliance - promoted by the desire to acquire rewards; simplest, more direct motive for conformity -Identification – identify with those who promote the norm (similar or attractive) -Internalization – true acceptance of beliefs, values and attitudes that underline the norm

8. The subtle power of compliance Compliance can lead to identification with group members, which in turn leads to internalization Simple compliance can set the stage for more complete involvement with organizational norms and roles- a process known as organizational socialization

9. The socialization process Exhibit 8.1 Socialization is the process by which people learn the attitudes, knowledge, and behaviors that are necessary to function in a group or organization

10. Realistic job previews The provision of a balanced realistic picture of the positive and negative aspects of the job to job applicants Clarify expectations at the anticipatory socialization stage Compared to the traditional preview process that often sets expectations too high by ignoring the negative aspects of the job Results in better fit through self-selection

11. Psychological contract Beliefs held by employees regarding the reciprocal obligations and promises between them and their organization E.g., an employee might expect to receive bonuses and promotions in return for hard work and loyalty BUT, a breach of the psychological contract may occur! From unrealistic job previews, recruiter promises, unfulfilled obligations

12. Employee orientation programs Orientation programs are designed to introduce new employees to their job, the people they will b working with, and the organization Research shows: -Immediate effect on learning; a lasting effect on the job attitudes and behaviors of new hires -Attendees are more socialized-have a greater knowledge and understanding of the organization -Higher organizational commitment -Reduced turnover

13. Mentoring A mentor is an experienced or more senior person in the organization who provides advice, counseling, role modeling and guidance to a more junior person or protégé Mentors perform two types of mentor functions: - career functions – psychosocial functions Research shows: - Mentored individuals have higher objective (eg, compensation) and subjective career outcomes (eg, career satisfaction)

14. What is organizational culture? The shared beliefs, values, and assumptions that exist in an organization -Determines the norms that develop and the patterns of behavior that emerge from these norms Culture—> norms—> behavior Culture provides uniqueness and social identity to organizations It represents a true “way of life" for organization members It tends to be fairly stable over time

15. The hardware and software division have rather different beliefs, values and assumptions, this illustrates the operations of: D. Subcultrues

16. Subcultures An organization can have several cultures or what are known as subcultures Subcultures are smaller cultures that develop within a larger organizational culture that are based on differences in training, occupation, or departmental goals Effective organizations develop an overarching culture to manage differences between subcultures

17. The “strong culture” concept A strong culture is an organizational culture with intense and pervasive beliefs, values and assumptions A strong culture provides great consensus concerning “what the organization is about” Weak cultures are fragmented and have less impact on organizational members Strong cultures are associated with greater success and effectiveness

18. Assets of strong cultures Coordination -The overarching values and assumptions of strong cultures can facilitate communication and coordination Conflict resolution - Sharing core values is a powerful mechanism for resolving conflicts Financial success - Strong cultures contribute to financial success and organizational effectives when the culture supports the mission, strategy, and goals of the organization

19. Liabilities of strong cultures Resistance to change -Can prove very resistant to change and damage a firm’s ability to innovate Culture clash -Strong cultures can mix badly when a merger or acquisition pushes tow of them together under the same corporate banner Pathology - Some strong culture are, in some sense, pathological

20. Contributors to the culture How are cultures built, maintained and changed? Two key factors that contribute to the foundation and continuation of organizational cultures: -The founder’s role -socialization

21. Socialization steps in strong cultures 1, Selecting employees 2, Debasement and Hazing 3, Training in the trenches 4, Reward and promotion 5, Exposure to core culture 6, Organizational folklore 7, Role models

22. Diagnosing a culture One way to grasp a culture is to examine the symbols, rituals, and stories that characterize the organization's way of life For insiders, symbols, rituals, and stories are mechanisms that teach and reinforce the culture Also, physical setting, dress, behaviors…