Discuss the layers and functions of organizational culture. Describe the three general types of organizational culture and their associated normative beliefs. Summarize the methods used by organizations to embed their cultures. Describe the three phases in Feldman’s model of organizational socialization. Discuss the various socialization tactics used to socialize employees. Explain the four types of developmental networks derived from a developmental network model of mentoring Organizational Culture, Socialization, and Mentoring Learning Objectives Chapter Two

Organizational culture shared values and beliefs that underlie a company’s identity. 2-1 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Organizational Culture McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

2-2 Figure 2-1 A Conceptual Framework for Understanding Organizational Culture McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Antecedents Organizational Culture Organizational structure and practices Group and social processes Collective attitudes and behavior Organizational outcomes McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

2-3 Layers of Organizational Culture McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Source: Adapted from E H Schein, Organizational Culture and Leadership, 2 nd ed (San Francisco: Jossey-Bass, 1992), p 17. Observable Artifacts Espoused Values Basic Underlying Assumptions McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

2-4 Figure 2-2 Four Functions of Organizational Culture McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Organizational culture Sense-making device Organizational identity Social system stability Collective commitment McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

2-5 Table 2-1 Types of Organizational Culture McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. High priority on constructive interpersonal relationships, and focus on work group satisfaction AffiliativeConstructive Participative, employee- centered, and supportive Humanistic- encouraging Constructive Value self-development and creativity Self- actualizing Constructive Goal and achievement oriented AchievementConstructive Organizational Characteristics Normative Beliefs General Types of Culture McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

2-6 Table 2-1 Types of Organizational Culture (Cont.) McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Negative reward system and avoid accountability AvoidancePassive- defensive Nonparticipative, centralized decision-making, and employees do what they’re told DependentPassive- defensive Conservative, bureaucratic and people follow the rules ConventionalPassive- defensive Avoid conflict, strive to be liked by others and approval oriented ApprovalPassive- defensive Organizational Characteristics Normative Beliefs General Types of Culture McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

2-7 Table 2-1 Types of Organizational Culture (Cont.) McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Perfectionistic, persistent and hard-working PerfectionisticAggressive- defensive Winning is valued and a win- lose approach is used CompetitiveAggressive- defensive Nonparticipative, take charge of subordinates and responsive to superiors PowerAggressive- defensive Confrontation and negativism awarded OppositionalAggressive- defensive Organizational Characteristics Normative Beliefs General Types of Culture McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

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 6. Stories, legends, and myths about key people and events 2-8 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Embedding Organizational Culture McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

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 2-9 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Embedding Organizational Culture (Cont.) McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

2-10 Figure 2-3 A Model of Organizational Socialization McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Phases Perceptual and Social Processes 1.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 McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

2-11 Figure 2-3 A Model of Organizational Socialization (Cont.) McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Phases Perception and Social Processes 2. 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 McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

2-12 Figure 2-3 A Model of Organizational Socialization (Cont.) McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Phases Perception and Social Processes 3. 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 McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

2-13 Figure 2-3 A Model of Organizational Socialization (Cont.) McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Phases 1. Anticipatory socialization 2. Encounter 3. Change and acquisitionOutsider Socialized Insider Behavioral Outcomes Behavioral Outcomes Performs role assignments Remains with organization Spontaneously innovates and cooperates Affective Outcomes Affective Outcomes Generally satisfied Internally motivated to work High job involvement McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

2-14 Table 2-2 Socialization Tactics McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Sequential: fixed progression of steps that culminate in the new role; Random: ambiguous or dynamic progression Sequential vs. Random Formal: Segregating newcomer from regular organization members; Informal: not distinguishing between newcomer and experienced members Formal vs. Informal Collective: consists of grouping newcomers and exposing them to a common set of experiences; Individual: exposing each individually to a set of unique experiences Collective vs. Individual DescriptionTactic McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

2-15 Table 2-2 Socialization Tactics (Cont.) McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Investiture: affirmation of newcomer’s incoming global and specific role identities and attributes; Divestiture: denial and stripping away of the newcomer’s existing sense of self to rebuild in the organization’s image Investiture vs. Divestiture Serial: newcomer is socialized by an experienced member; Disjunctive: does not use a role model Serial vs. Disjunctive Fixed: provides a timetable for the assumption of the role; Variable: does not provide timetable Fixed vs. Variable DescriptionTactic McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

 Mentoring is the process of forming and maintaining developmental relationships between a mentor and a junior person 2-16 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Mentoring and Functions of Mentoring Functions of Mentoring Career Functions - Sponsorship - Exposure-and-visibility - Coaching - Protection - Challenging assignments Psychosocial Functions - Role modeling - Acceptance-and-confirmation - Counseling - Friendship McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

2-17 Figure 2-4 Developmental Networks Associated with Mentoring McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Source: M Higgins and K Kram, “Reconceptualizing Mentoring at Work: A Developmental Network Perspective,” Academy of Management Review, April 2001, p. 270 Developmental relationship diversity Low range High range Weak ties Strong ties Developmental relationship strength D2 D1 P D2 D1 P ReceptiveTraditional D1 D3 D2 D4 Opportunistic P D1 D3 D2 D4 Entrepreneurial P Key: D, developer; P, protégé. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

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 2-18 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Skills & Best Practices: Building an Effective Mentoring Network McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.