1. 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

2. 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.”

3. 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

4. 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

5. “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.

6. 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.

7. 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

8. 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

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