1. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

2. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2 CHAPTERCHAPTERCHAPTERCHAPTER Organizational Culture DEFINE the terms organizational culture, socialization, and career EXPLAIN it is too simplistic to assume that managers can state that they are creating a firm’s culture DESCRIBE the relationship between a society’s culture and organizational culture IDENTIFY specific practices and programs used by organizations to facilitate socialization

3. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-3 Organizational Culture Shared Expectations Shared Values Shared Attitudes Assumptions Adaptations Perceptions Learning (See Exhibit 2.1)

4. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-4 Influencing Cultural Change Intervention Points Changing employee behavior Justifying the need for behavioral change Communicating to motivate new behaviors Socializing new employees Removing employees consistently deviating from the culture

5. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-5 Socialization and Culture Socialization is the process by which organizations bring new employees into the culture. Involves a transmittal of values, assumptions, and attitudes Emphasizes the “fit” between the new employee and the culture Ongoing throughout an individual’s career

6. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-6 Socialization and Career Stages Anticipatory Socialization Accommodation Role Management

7. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-7 Socialization Stages Anticipatory Socialization involves all those activities the individual undertakes prior to entering the organization or to taking a different job in the same organization. Primary purpose is to acquire two kinds of information: What working for the organization is really like, and Whether they are suited to the jobs in the organization Fit between employee and the organization best if these exist: Realism Congruence

8. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-8 Socialization Stages Accommodation involves all those activities through which an individual attempts to become an active participant in the organization and competent performer on the job. Four major activities comprise this stage: Establishing new interpersonal relationships with both coworkers and supervisors Learning the task required to perform the job Clarifying their role in the organization and in the formal and informal relevant to that role Evaluating the progress they are making toward satisfying the demands of the job and the role.

9. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-9 Socialization Stages Conflict and stress arise between: The individual’s work and home lives The individual’s work group and other work groups in other organizations Role Management

10. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-10 Effective Socialization Effective Anticipatory Socialization Organization’s Primary Activities: Recruitment Programs Selection Practices Placement Practices

11. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-11 Effective Socialization Effective Accommodative Socialization Accommodation Activities Orientation Training Performance evaluation Challenging work Demanding bosses

12. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-12 Effective Socialization: Orientation “Survival of the Fittest” Approach New employee must enter into an ongoing and unfamiliar social system He/she must cope and survive alone in ignorance Orientation left to chance Formal Orientation Program Approach Formalize some or all of the transitional activities Assign specific individuals to support new employees Develop realistic job expectations, positive attitudes toward the employer, and job satisfaction

13. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-13 Mentors and Socialization General Functions of Mentors Career Functions Sponsorship Exposure and visibility Coaching Production Challenging Assignments Psychosocial Functions Role Modeling Acceptance and Confirmation Counseling Friendship

14. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-14 Hofstede’s Cultural Value Dimensions Power Distance is the level of acceptance by a society of unequal power distributions in organizations. Orientation toward authority High Low Denmark Malaysia

15. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-15 Hofstede’s Cultural Value Dimensions Uncertainty Avoidance is the extent to which people in a society feel threatened by ambiguous situations. Desire for stability High Low Great Britain Japan

16. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-16 Hofstede’s Cultural Value Dimensions Individualism is the tendency of people to fend for themselves and their family. Individualism Collectivism Pakistan United States

17. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-17 Hofstede’s Cultural Value Dimensions Masculinity refers to the degree of traditional “masculine” values--assertiveness and materialism for others. Assertive Relational Switzerland Austria High Low

18. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-18 Dimensions of Diversity: Understanding and Valuing Difference Core or Primary Dimensions Age, ethnicity, gender, physical attributes, race, sexual/affectional orientation Have a lifelong impact on behavior and attitudes Secondary Dimensions Educational background, marital status, religious beliefs, and work experience Differences acquired, discarded, or modified throughout life

19. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2-19 INCREASING Managing Cultural Diversity CULTURAL DIVERSITY Changing Domestic Demographics Rising Global Competition Potential Advantages Better able to compete Penetrate new markets Succeed in foreign markets Potential Limitations Miscommunications Misunderstanding Authority relationships