Organizational Culture

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Organizational Culture Socialization
Chapters Four Six
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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.
• - Edgar Schein

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Levels of Corporate Culture
Observable Symbols Ceremonies, Stories,
Slogans, Behaviors, Dress, Physical Settings
Underlying Values, Assumptions, Beliefs,
Attitudes, Feelings
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Analyze these cultures

• UNM
• ASM
• Our MGT 306 Course
• 2 columnssymbols/artifacts, underlying beliefs
  (espoused and enacted)

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Four Functions of Organizational Culture
Organizational identity
Sense-making device
Collective commitment
Organizational culture
Social system stability
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Organizational Culture
Functions
Liabilities

• Defining boundaries
• Conveying identity
• Promoting commitment
• Controlling behavior

• Impeding change
• Inhibiting diversity
• Blocking mergers
• Blocking acquisitions

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Four-Culture Typology
High
Networked (Passive-defensive)
Communal (Constructive)
Sociability
Mercenary (Aggressive-Defensive)
Fragmented
Low
Low
High
Cohesiveness
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How A Culture Begins
Indoctrination Socialization
Hiring and Retention
Behavior and Role Modeling
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How OrganizationalCultures Form
Top Management
Philosophy of the Organizations Founders
Organizational Culture
Selection
Socialization
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Stories
Rituals
How Employees Learn Culture
Material Symbols
Language
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Do Organizations Have Uniform Cultures?
Subcultures
Dominant Culture
Core Values
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A Socialization Model
Socialization Process
Outcomes
Prearrival
Productivity
Metamorphosis
Commitment
Encounter
Turnover
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Entry Socialization Options

• Formal vs. Informal
• Individual vs. Collective
• Fixed vs. Variable
• Serial vs. Random
• Investiture vs. Divestiture

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A Model of Organizational Socialization
Perceptual and Social Processes
Phases
1. Anticipatory socializationLearning that
occursprior to joining the organization

• Anticipating realities about the organization
  and the new job
• Anticipating organizations need for ones
  skills and abilities
• Anticipating organizations sensitivity to
  ones needs and values

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A Model of Organizational Socialization (cont.)
Perceptual 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

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A Model of Organizational Socialization (cont.)
Perceptual and Social Processes
Phases
3. Change and acquisition Recruit masters
skills and roles and adjusts to workgroups
values and norms

• Competing role demands are resolved
• Critical tasks are mastered
• Group norms and values are internalized

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A Model of Organizational Socialization
(continued)
Outsider
Phases
1. Anticipatory socialization
2. Encounter
3. Change and acquisition
SocializedInsider

• Behavioral Outcomes
• Performs role assignments
• Remains with organization
• Spontaneously innovates and cooperates

• Affective Outcomes
• Generally satisfied
• Internally motivated to work
• High job involvement

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Mentoring
The process of forming and maintaining intensive
and lasting developmental relationships between a
variety of developers (i.e., people who provide
career and psychosocial support) and a junior
person (the protégé, if male or protégée if
female).

• Functions of Mentoring
• Career Functions- Sponsorship- Exposure and
  visibility- Coaching- Protection- Challenging
  assignments
• Psychosocial Functions- Role modeling-
  Acceptance and confirmation- Counseling-
  Friendship