Organizational Culture, Socialization, and Mentoring Chapter 11 Kinichi, A. Fugate, M., Digby, V. (2013). Key Concepts, Skills, and Best Practices, 4th Canadian Edition, McGraw-Hill, U.S.A. Summarized by Mary O’ Penetrante CTTP 2013-2014

Organizational Culture Organizational Culture, Socialization, and Mentoring Chapter 11 Organizational Culture Shared values Beliefs Assumptions Business Partners Business Owner/Founders Managers/Leaders Employees Other stakeholders “It is the set of shared values, beliefs, and implicit assumptions that underlie a company’s identity.”

2 Organizational Culture Share values, beliefs, assumptions “More satisfied customers means good business” Structure and Practices Systems and Practices designed to provide customer satisfaction “zero defect, on-time delivery, no question ask policy, most customer friendly employee” Social Processes Employees form their groups and socialize; Newly hired integrates into the company’s culture by knowing “how things are being done here” – big smile, customer is always right, customer is first” Sources Values, Vision, Behaviours Customer Satisfaction Attitudes and Behavior Develop work attitude, how to behave or manifest company’s culture “This is who we are” Outcomes Efficiency Effectiveness to satisfy customer

Layers of Organizational Culture Artefacts, symbols Stories Legends Acronyms Language Ceremonies Uniforms Dress Code Structure equipment Rituals Core values Beliefs Norms Values Assumptions Unspoken rules something that guides decision-making

“I imbibe the company’s culture, so I am more comfortable with change" "Who I am? “Who we are?“ “This is the way we do things here” "I am not alone“ “I belong with them” "Working here makes sense“ “My goals are aligned with company’s goal” “I imbibe the company’s culture, so I am more comfortable with change" Kinichi, A. Fugate, M., Digby, V. (2013). Key Concepts, Skills, and Best Practices, 4th Canadian Edition, McGraw-Hill, U.S.A.

Thrust: Collaborate (“Family”) Means: Participation, Cohesion End: Employee Empowerment Thrust: Create Means: Agility, Adaptability End: Innovation, growth Value flexibility, employee focused Value flexibility, customer focused Value stability, customer focused Value stability, employee focused Thrust: Compete Means: Customer, Productivity End: Profitability, Market share Thrust: Control Means: Consistent processes End: Efficiency, timeliness Kinichi, A. Fugate, M., Digby, V. (2013). Key Concepts, Skills, and Best Practices, 4th Canadian Edition, McGraw-Hill, U.S.A.

Socialization Process Mentoring Organizational Culture, Socialization, and Mentoring Chapter 11 Socialization Process Mentoring “A process by which employees learn an organization’s values, norms, and required behaviours.” “A process of forming and maintaining developmental relationships between a mentor and a junior person.” Hello! Developmental Networks: Receptive Traditional Entrepreneurial Opportunistic

Feldman's Model of Organizational Socialization Organizational Culture, Socialization, and Mentoring Chapter 11 Feldman's Model of Organizational Socialization 1. Anticipatory 2. Encounter 3. Acquisition Before joining the organization Signed Employment Contract Change and adjustment process Getting information about the job, company's culture, rules, policies, motivations Learning what the organization is really like Mastering tasks and roles and adjusting to group values and norms On-boarding - structured process for new hires involving both orientation and training Uses various socialization tactics to help employees through the adjustment process Realistic Job Preview (RJP) - presents both positive and negative aspects of a job

Summary Organizational Culture, Socialization, and Mentoring Chapter 11 Summary Mentoring Networks Receptive Traditional Entrepreneurial Opportunistic