Organizational Culture, Socialization, and Mentoring Chapter 11

1. Organizational Culture, Socialization, and MentoringChapter 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 2013-2014

2. Organizational Culture, Socialization, and Mentoring Chapter 11 Organizational Culture Managers/Leaders Other stakeholders “It is the set of shared values, beliefs, and implicit assumptions thatunderlie a company’s identity.” Business Owner/Founders Assumptions Business Partners Shared values Beliefs Employees

3. 2 Organizational Culture Structure and Practices Social Processes Outcomes Attitudes and Behavior Sources Systems and Practices designed to provide customer satisfaction “zero defect, on-time delivery, no question ask policy, most customer friendly employee” 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” Efficiency Effectiveness to satisfy customer Values, Vision, Behaviours Customer Satisfaction Share values, beliefs, assumptions “More satisfied customers means good business” Develop work attitude, how to behave or manifest company’s culture “This is who we are”

4. Layers of Organizational Culture Artefacts, symbols Uniforms Dress Code Structure Legends Stories Values Rituals equipment Language Ceremonies Acronyms Assumptions Norms Core values Beliefs something that guides decision-making Unspoken rules

5. "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: Create Means: Agility, Adaptability End: Innovation, growth Thrust: Collaborate (“Family”) Means: Participation, Cohesion End: Employee Empowerment 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. 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.” • Developmental Networks: • Receptive • Traditional • Entrepreneurial • Opportunistic Hello! Hello! Hello!

8. Organizational Culture, Socialization, and Mentoring Chapter 11 Feldman's Model of Organizational Socialization 1. Anticipatory 3. Acquisition 2. Encounter Change and adjustment process Before joining the organization Signed Employment Contract Mastering tasks and roles and adjusting to group values and norms Getting information about the job, company's culture, rules, policies, motivations Learning what the organization is really like 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. Organizational Culture, Socialization, and Mentoring Chapter 11 Summary • Mentoring Networks • Receptive • Traditional • Entrepreneurial • Opportunistic