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Organizational Culture, Socialization, & Mentoring
Organizational Culture: Definition and Context Dynamics of Organizational Culture Developing High-Performance Cultures The Organizational Socialization Process Embedding Organizational Culture through Mentoring
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Organizational Culture
Shared values and beliefs that underlie a company’s identity What types of organizational culture’s have you worked in? How does the organization’s culture manifest itself? Organizational Culture – Shared values and beliefs that underlie a company’s identity What types of organizational cultures have you worked in? Students may respond with competitive, laid back, stressful, bureacratic, etc. Follow up question – How do you know? What were the indicators of the organization’s culture. Probe for manifestations of organizational culture (e.g., shared things (objects) sayings, behavior, feelings.
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Understanding Organizational Culture
Figure 3-1 Understanding Organizational Culture Organizational Culture Observable artifacts Espoused values Basic assumptions Group & Social Processes Socialization Mentoring Decision making Group dynamics Communication Influence & empowerment Leadership Antecedents Founder’s values Industry & business environment National culture Senior leaders’ vision and behavior Organizational Structure & Practices Reward systems Organizational design Collective Attitudes & Behavior Work attitudes Job satisfaction Motivation This figure shows the importance of organizational culture on individual, group and organizational behavior. The roots of an organization’s culture are driven by the values of the founders and senior leaders, the culture of the nation, and the particular industry and business environment. Now, let’s look at the organizational culture box specifically to understand what it is comprised of. Organizational Outcomes Effectiveness Innovation & stress
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Layers of Organizational Culture
Observable artifacts Examples? Values – enduring belief in a mode or conduct or end-state Difference between espoused and enacted? Basic Assumptions Layers of Organizational Culture Observable artifacts Examples include dress, awards, myths and stories, published lists of values, observable rituals and ceremonies, visible behavior exhibited by people and groups. Values – enduring belief in a mode or conduct or end-state An important part of an org’s culture is the stated values to which they ascribe and expect of all employees. These are called espoused values. In theory the espoused values and enacted values (values and norms exhibited by employees) are the same. Organizational cynicism and low morale may occur when an organization acts counter to it’s espoused values. For example, a company who states that they value work/family balance and then calls a meeting on the weekend for a task force to discuss it. Basic assumptions Represent the core of the organizational culture and are so ingrained and understood by everyone that to act counter to them would be inconceivable. For example, Southwest Airlines who’s assumptions are that employees’ welfare and providing high quality service is paramount to what they are all about.
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Four Functions of Organizational Culture
Give members an organizational identity. Culture helps to establish who the company is and what is stands for. Ideally, employees should be proud to belong to a company who shares their values. Facilitate collective commitment – drive energy around what is really important. At Southwest, employees know they’ll be taken care of if they take care of their customers. Promote social system stability – a positive culture is more likely to be able to resolve conflict using a problem-focused approach rather than person-focused or blaming mentality. Shape behavior by helping members make sense of their surroundings. Decisions made by the company that are consistent with the culture are easy for employees to understand. Performance is rewarded that is aligned with that corporate strategy and values.
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Three Types of Cultures
Constructive Passive-defensive Aggressive-defensive Constructive – employees are encouraged to interact with others and work on tasks and projects in ways that will assist them in satisfying their needs to grow an develop Passive-defensive – overriding belief that employees must interact with others in ways that do not threaten their own job security Normative beliefs include – approval, conventional, dependent, avoidance Aggressive – defensive – encourages employees to approach tasks in forceful ways to protect their status and job security Normative beliefs – oppositional power, competitive, perfectionist For example, Enron had an aggressive-defensive culture. Employees are quoted as saying that when they go to discuss their raise and bonus with their boss that they know if they step on someone else on the way to the office they will be more likely to get more money and bonus. The highly competitive environment contributed to the poor, opportunistic decisions made by upper management ultimately causing the demise of the company.
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Constructive Culture Table 3-1 Constructive Culture employees are encouraged to interact with others and to work on tasks and projects that will assist in satisfying their needs to grow and develop High priority on constructive interpersonal relationships, and focus on work group satisfaction Affiliative Participative, employee centered, and supportive Humanistic-encouraging Value self-development and creativity Self-actualizing Goal and achievement oriented Achievement Organizational Characteristics Normative Beliefs
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Passive-Defensive Culture
Table 3-1 Passive- Defensive Culture overriding belief that employees must interact with others in ways that do not threaten their job security Negative reward system and Defensive avoid accountability Avoidance Nonparticipative, centralized decision making, and employees do what they are told Dependent Conservative, bureaucratic, and people follow the rules Conventional Avoid conflict, strive to be liked by others, and approval oriented Approval Organizational Characteristics Normative Beliefs
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Aggressive-Defensive Culture
Table 3-1 Aggressive-Defensive Culture encourage employees to approach tasks in forceful ways in order to protect their status and job security Perfectionistic, persistent, and hard working Perfectionistic Winning is value and a win-lose approach is used Competitive Nonparticipative, take charge of Defensive subordinates, and responsive to superiors Power Confrontation and negativism rewarded Oppositional Organizational Characteristics Normative Beliefs
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Developing and Preserving an Adaptive Culture
An adaptive culture is one that changes in response to business and environmental demands. It begins with having a clear vision and mission. When the strategy is successful, employee become proud and want to work to push the company even further.
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Embedding Culture in Organizations
Formal statements or organizational philosophy Design of physical space Slogans, language, acronyms, sayings Deliberate role modeling, training Explicit rewards, status symbols Stories, legends, myths Formal statements or organizational philosophy Design of physical space Slogans, language, acronyms, sayings Deliberate role modeling, training Explicit rewards, status symbols Stories, legends, myths
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Embedding Culture in Organizations
Leader reactions to critical incidents Workflow and organizational structure Organizational activities, processes, or outcomes leaders attend to Organizational systems and procedures Organizational goals and criteria for managing human resources Leader reactions to critical incidents Workflow and organizational structure Organizational activities, processes, or outcomes leaders attend to Organizational systems and procedures Organizational goals and criteria for managing human resources
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Organizational Socialization
Figure 3-4 Organizational Socialization Phases Perceptual and Social Processes 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 Phase 1 – this occurs largely before the person enters the organization and information from current employees or members of the community is gathered to form the impression of the company. A realistic job preview is useful tool to let people understand the nature of the organization, it’s culture, and what the job entails.
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Organizational Socialization
Figure 3-4 Organizational Socialization Phases Perceptual and Social Processes Encounter values, skills, and attitudes start to shift as new recruit discovers what the organization is truly like Managing lifestyle-versus-work conflicts Managing intergroup role conflicts Seeking role definition and clarity Becoming familiar with task and group dynamics Phase 2 – Encounter – employee begins to understand who plays what role in the work group and company and starts to learn the norms and beliefs of employees and managers
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Organizational Socialization
Figure 3-4 Organizational Socialization Phases Perceptual and Social Processes Change and acquisition recruit masters skills and roles and adjusts to work group’s values and norms Competing role demands are resolved Critical tasks are mastered Group norms and values are internalized Phase 3 – employee learns to embrace the culture in order to maximize his/her effectiveness in working towards his/her goals.
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Organizational Socialization
Figure 3-4 Organizational Socialization Outsider Phases Anticipatory socialization Encounter Change and acquisition Socialized Insider Behavioral Outcomes Performs role assignments Remains with organization Spontaneously innovates and cooperates Affective Outcomes Generally satisfied Internally motivated to work High job involvement
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Socialization Tactics
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Mentoring Mentoring is the process of forming and maintaining developmental relationships between a mentor and a junior person Developing and instituting a mentoring relationship can contribute to future career success of a new employee or person transitioning to a new role within the organization. Mentored employees have been shown to have higher compensation and more promotions than nonmentored employees and report higher job and career satisfaction.
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Functions of Mentoring
Career Functions Sponsorship Exposure and Viability Topic Covered: Mentoring Kathy Kram, a Boston University researcher, identified two general functions of the mentoring process: career and psychological Five career functions that enhanced career development were: Sponsorship Actively nominating a junior manager for promotions and desirable positions Exposure-and-visibility Pairing a junior manager with key executives who can provide opportunities Coaching Providing practical tips on how to accomplish harmful situations or senior managers Protection Shielding a junior from potentially harmful situations or senior managers Challenging assignments Helping a junior manager develop necessary competencies through favorable job assignments and feedback Four psychological functions were: Role modeling Giving a junior manager a pattern of values and behavior to emulate (this is the most frequently observed psychological function) Acceptance-and-confirmation Providing mutual support and encouragement Counseling Helping a junior manger work our personal problems, thus enhancing his or her self image Friendship Engaging in mutually satisfying social interaction The psychological functions clarified the participants’ identities and enhanced their feelings of competence Source: R Kreitner and A Kinicki, Organizational Behavior 5th ed. p. 88 Irwin/McGraw-Hill: Burr Ridge, IL 2001 Coaching Protection Challenging Assignments Psychological Functions Role Modeling Acceptance and Confirmation Counseling Friendship
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Functions of Mentoring
Career Functions In what ways can mentoring assist in one’s career progression? Psychological Functions How can mentoring serve a psychological function? Career Functions In what ways can mentoring assist in one’s career progression? Sponsorship Exposure-and-Visibility Coaching Protection Challenging Assignments Psychological Functions How can mentoring serve a psychological function? Role Modeling Acceptance-and-Confirmation Counseling Friendship
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Developmental Networks Associated with Mentoring
Figure 3-5 Developmental Networks Associated with Mentoring Developmental Relationship Strength Weak Ties Strong Ties Low Range • D2 • D2 Key: D = developer P = protege D1 • D1 • • P • P Developmental Relationship Diversity Receptive Traditional D1 • • D2 D1 • • D2 Mentoring is no longer thought to be performed by only one person. Developmental Networks Receptive – composed of a few weak ties from one social system such as an employer or professional association. Traditional – few strong ties between an employee and developer that all come from one social system Opportunistic – characterized by weak ties with a diverse set of developers Entrepreneurial – characterized by strong ties with a diverse set of developers. People who have strong ties with a diverse set of people tend to change their careers and benefit from personal learning more than people with receptive, traditional, and opportunistic networks. High Range • P • P D3 • • D4 D3 • • D4 Opportunistic Entrepreneurial
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