1. Organizational Culture, Socialization & Mentoring
Chapter 3
Organizational Culture, Socialization & Mentoring
Organizational Culture: Definition and Context
Developing High Performance Cultures
The Organizational Socialization Process
Embedding Organizational Culture Through Mentoring

2. Organizational Culture
3-2
Organizational Culture
Organizational Culture is “The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.”
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

3. Understanding Organizational Culture
3-3
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
Organizational Outcomes
Effectiveness
Innovation &
stress
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

4. Four Functions of Organizational Culture
3-4
Figure 3-2
Four Functions of Organizational Culture
Organizational
identity
Sense-making
device
Collective
commitment
Organizational
culture
Social system
stability
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

5. Developing an Adaptive Culture
3-8
Figure 3-3
Early business leaders create an implement a business vision
and strategy that fits the business environment well.
Firm succeeds.
Business leaders emphasize the importance of constituencies and leadership in creating the success.
A strong culture emerges with a core that emphasizes service to customers,
stockholders, and employees, as well as the importance of leadership.
Subsequent top managers work to preserve the adaptive core of the culture. They demonstrate greater commitment to its basic principles than any specific business strategy or practice.
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

6. Embedding Culture in Organizations
3-9
Embedding Culture in Organizations
Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection and socialization
The design of physical space, work environments and buildings
Slogans, acronyms, and sayings
Deliberate role modeling, training programs, teaching and coaching by managers and supervisors
Explicit rewards, status symbols (e.g. titles), and promotion criteria
Stories, legends, or myths about key people and events
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

7. Embedding Culture in Organizations
3-10
Embedding Culture in Organizations
The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control
Leader reactions to critical incidents and organization crises
The workflow and organizational structure
Organizational systems and procedures
Organizational goals and the associated criteria for recruitment, selection, development, promotion, layoffs, and retirement of people
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

8. Organizational Socialization
3-14
Figure 3-4 cont.
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
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

9. 3-18
Mentoring
Mentoring is the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

10. Functions of Mentoring
3-19
Functions of Mentoring
Career Functions
Sponsorship
Exposure-and-Visibility
Coaching
Protection
Challenging Assignments
Psychological Functions
Role Modeling
Acceptance-and-Confirmation
Counseling
Friendship
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.