1 Organizational Culture, Socialization, and MentoringChapter Two Organizational Culture, Socialization, and Mentoring McGraw-Hill/Irwin Organizational Behavior: Key Concepts, Skills & Best Practices, 3/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
2 Organizational Cultureset 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
3 Organizational Culture CharacteristicsPassed on to new employees through the process of socialization Influences our behavior at work Operates at different levels
4 Organizational CultureShaped by four components: Founder’s values Industry and business environment National culture Senior leaders vision
5 Layers of Organizational CultureObservable artifacts Consist of the physical manifestation of an organization’s culture Acronyms, manner of dress, awards, myths and stories, published lists of values, observable rituals and ceremonies, special parking spaces, and decorations Also include visible behaviors exhibited by organizational members and groups
6 Layers of Organizational CultureEspoused values represent the explicitly stated values and norms that are preferred by an organization Enacted values represent the values and norms that actually are exhibited or converted into employee behavior Based on observable behavior
7 Layers of Organizational CultureBasic assumptions Constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior Which one out of the three would be the easiest to change?
8 Types of Organizational CultureVarious attempts to identify and measure types of organizational culture Competing Values Framework (Cameron & Quinn) Initially from the research on organizational effectiveness (39 indicators dimensions)
9 Types of Organizational Culture Flexibility and DiscretionAdhocracy Clan (South West Airline) (Consulting firms, Software development) Internal Focus and Integration External Focus and Differentiation Hierarchy Market (McDonald, Government Agency) (GE, SAMSUNG) Stability and Control
10 Types of Organizational CultureHierarchy : Characterized by formalized and structured place to work; Formal rules, procedures, and policies govern what people do; Stability, predictability, and efficiency are valued -> “Bureaucracy” Market : Focused on transactions with external entities including customers, suppliers, regulators to create competitive advantage; Profitability, bottom line results, stretch target, competitiveness are valued
11 Types of Organizational CultureClan : Family-type organization; Shared values and goals, cohesion, participation, a sense of “we-ness,” teamwork, empowerment are typical characteristics; Concerned with developing humane work environment Adhocracy : Most responsive to the hyperturbulent, business environments; Adaptation and innovation, creativity are valued; Organizations are in the business of developing new products and services (* ad hoc: temporary, specialized)
12 Types of Organizational CultureCulture Profiles Organizational culture doesn’t likely to exist as a pure form but as a combination of 4 prototypes of culture Clan Adhocracy Hierarchy Market
13 Outcomes Associated with Organizational CultureSignificantly correlated with employee behavior and attitudes Congruence between an individual’s values and the organization’s values was associated with organizational commitment, job satisfaction, intention to quit, and turnover Mergers frequently failed due to incompatible cultures
14 Embedding Organizational CultureOrganizational members teach each other about the organization’s preferred values, beliefs, expectations, and behaviors
15 Embedding Organizational CultureFormal 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, language, 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
16 Embedding Organizational CultureStories, legends, and myths about key people and events The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control Leader reactions to critical incidents and organizational crises organizational structure Organizational systems and procedures
17 Organizational Socializationprocess by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization Three Phase Model Anticipatory Socialization Encounter Change and acquisition
18 Phase 1: Anticipatory SocializationOccurs before an individual joins an organization Involves the information people learn about the organization
19 Phase 2: Encounter Employees learn what the organization is really like and reconcile unmet expectations Onboarding/mentoring – programs aimed at helping employees integrate, assimilate, and transition to new jobs
20 Phase 3: Change and AcquisitionRequires employees to master important tasks and roles and to adjust to their work group’s values and norms
21 Mentoring Mentoring the process of forming and maintaining developmental relationships between a mentor (developer) and a junior person (mantee) (* mantee = protégé/protégée)
22 Functions of MentoringCareer Functions - Sponsorship - Exposure-and- visibility - Coaching - Protection - Challenging assignments Psychosocial Functions - Role modeling - Acceptance-and- confirmation - Counseling - Friendship
23 Mentoring Developmental NetworkDiversity of developmental relationships reflects the variety of people within the network an individual uses for developmental assistance (2 sub-components) Developmental relationship strength reflects the quality of relationships among an individual and those involved in his (her) developmental network
24 Mentoring Two sub-components of diversityNumber of different people the person is networked with Various social systems from which the networked relationships stem (employer, school, family or relatives, professional association, religious affiliations)
25 Developmental Networks Associated with MentoringFigure 2-4
26 Personal and Organizational ImplicationsJob and career satisfaction are likely to be influenced by the consistency between an individual’s career goals and the type of developmental network at his disposal A developer’s willingness to provide career and psycho-social assistance is a function of the protégé’s ability, potential, and the quality of the interpersonal relationship
27 Building an Effective Mentoring NetworkBecome the perfect protégé Engage in 360-degree networking Commit to assessing, building, and adjusting the mentor network Develop diverse, synergistic connections