Organizational Behaviour

1. Organizational Behaviour Chapter 2 Organizational Culture, Socialization, and Mentoring

2. Organizational Culture, Socialization, and Mentoring Learning Objectives • 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 Chapter Two

3. Organizational Culture 2-1 • Organizational cultureshared values and beliefs that underlie a company’s identity.

4. A Conceptual Framework for Understanding Organizational Culture 2-2 Figure 2-1 Antecedents Organizational Culture Organizational structure and practices Group and social processes Collective attitudes and behavior Organizational outcomes

5. Observable Artifacts Espoused Values Basic Underlying Assumptions Layers of Organizational Culture 2-3 Source: Adapted from E H Schein, Organizational Culture and Leadership, 2nd ed (San Francisco: Jossey-Bass, 1992), p 17.

6. Organizational identity Collective commitment Sense-making device Organizational culture Social system stability Four Functions of Organizational Culture 2-4 Figure 2-2

7. General Types of Culture Normative Beliefs Organizational Characteristics Constructive Achievement Goal and achievement oriented Constructive Self-actualizing Value self-development and creativity Constructive Humanistic-encouraging Participative, employee-centered, and supportive Constructive Affiliative High priority on constructive interpersonal relationships, and focus on work group satisfaction Types of Organizational Culture 2-5 Table 2-1

8. General Types of Culture Normative Beliefs Organizational Characteristics Passive-defensive Approval Avoid conflict, strive to be liked by others and approval oriented Passive-defensive Conventional Conservative, bureaucratic and people follow the rules Passive-defensive Dependent Nonparticipative, centralized decision-making, and employees do what they’re told Passive-defensive Avoidance Negative reward system and avoid accountability Types of Organizational Culture (Cont.) 2-6 Table 2-1

9. General Types of Culture Normative Beliefs Organizational Characteristics Aggressive-defensive Oppositional Confrontation and negativism awarded Aggressive-defensive Power Nonparticipative, take charge of subordinates and responsive to superiors Aggressive-defensive Competitive Winning is valued and a win-lose approach is used Aggressive-defensive Perfectionistic Perfectionistic, persistent and hard-working Types of Organizational Culture (Cont.) 2-7 Table 2-1

10. Embedding Organizational Culture 2-8 • 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, 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 • Stories, legends, and myths about key people and events

11. Embedding Organizational Culture (Cont.) 2-9 • The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control • Leader reactions to critical incidents and organizational crises • The workflow and organizational structure • Organizational systems and procedures • Organizational goals and the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people

12. A Model of Organizational Socialization 2-10 Figure 2-3 Perceptual and Social Processes Phases • 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 • Anticipatory Socialization • Learning that occurs prior to joining the organization

13. A Model of Organizational Socialization (Cont.) 2-11 Figure 2-3 Perception and Social Processes Phases 2. Encounter Values, skills and attitudes start to shift as new recruit discovers what theorganization is trulylike • Managing lifestyle- versus-work conflicts • Managing intergroup role conflicts • Seeking role definition and clarity • Becoming familiar with task and group dynamics

14. A Model of Organizational Socialization (Cont.) 2-12 Figure 2-3 Perception and Social Processes Phases 3. Change and acquisition Recruit masters skills and roles and adjusts to workgroup’s values and norms • Competing role demands are resolved • Critical tasks are mastered • Group norms and values are internalized

15. Outsider Phases 1. Anticipatory socialization 2. Encounter 3. Change and acquisition • Behavioral Outcomes • Performs role assignments • Remains with organization • Spontaneously innovates and cooperates SocializedInsider • Affective Outcomes • Generally satisfied • Internally motivated to work • High job involvement A Model of Organizational Socialization (Cont.) 2-13 Figure 2-3

16. Tactic Description Collective vs. Individual Collective: consists of grouping newcomers and exposing them to a common set of experiences; Individual: exposing each individually to a set of unique experiences Formal vs. Informal Formal: Segregating newcomer from regular organization members; Informal: not distinguishing between newcomer and experienced members Sequential vs. Random Sequential: fixed progression of steps that culminate in the new role; Random: ambiguous or dynamic progression Socialization Tactics 2-14 Table 2-2

17. Tactic Description Fixed vs. Variable Fixed: provides a timetable for the assumption of the role; Variable: does not provide timetable Serial vs. Disjunctive Serial: newcomer is socialized by an experienced member; Disjunctive: does not use a role model Investiture vs. Divestiture 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 Socialization Tactics (Cont.) 2-15 Table 2-2

18. Mentoring and Functions of Mentoring 2-16 • Mentoring is the process of forming and maintaining developmental relationships between a mentor and a junior person Functions of Mentoring • Career Functions- Sponsorship- Exposure-and-visibility- Coaching- Protection- Challenging assignments • Psychosocial Functions- Role modeling- Acceptance-and-confirmation- Counseling- Friendship

19. Developmental Networks Associated with Mentoring 2-17 Figure 2-4 Developmental relationship strength Strong ties Weak ties •D2 •D2 Low range D1• D1• •P •P Receptive Traditional Developmental relationship diversity D1• •D2 D1• •D2 • High range • P P D3• •D4 D3• •D4 Opportunistic Entrepreneurial Source: M Higgins and K Kram, “Reconceptualizing Mentoring at Work: A Developmental Network Perspective,” Academy of Management Review, April 2001, p. 270 Key: D, developer; P, protégé.

20. Skills & Best Practices: Building an Effective Mentoring Network 2-18 • Become the perfect protégé • Engage in 360-degree networking • Commit to assessing, building, and adjusting the mentor network • Develop diverse, synergistic connections • Realize that change is inevitable and that all good things come to an end