Chapter Two

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Chapter Two
Organizational Culture, Socialization, and
Mentoring
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Chapter Two Outline
2-1a

• Foundation of Organizational Culture
• Layers of Organizational Culture
• Four Functions of Organizational Culture
• Types of Organizational Culture
• Outcomes Associated with Organizational Culture
• How Cultures are Embedded in Organizations
• Embedding Organizational Culture Through
  Socialization Processes and Mentoring.
• A Three-Phase Model of Organizational
  Socialization
• Practical Application of Socialization Research
• Attitudes
• Using Mentoring to Your Advantage

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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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Conceptual Framework for Understanding
Organizational Culture

• Figure 2-1 (p41) shows the building blocks of
  organizational culture and its outcomes

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The Layers of Organizational Culture

Source Adapted from E H Schein, Organizational
Culture and Leadership, 2nd ed (San Francisco
Jossey-Bass, 1992), p 17.
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Four Functions of Organizational Culture
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Types of Organizational Culture
Type of Normative Culture
Belief Characteristics Constructive
Achievement Goal and achievement
oriented
Constructive Self-actualizing
Value self-development and
creativity
Constructive Humanistic-
Participative, employee encouraging
centered, and supportive
Constructive Affiliative High
priority on constructive
interpersonal relationships,

and focus on work group
satisfaction
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Types of Organizational Culture (cont)
Type of Normative Culture
Belief Characteristics Passive-
Approval Avoid conflict, strive to be
likedDefensive by
others, and approval oriented
Passive- Conventional Conservative,
bureaucratic, andDefensive people follow
the rules
Passive- Dependent Nonparticipative,
centralizedDefensive decision making, and
employees do what they are told
Passive- Avoidance Negative reward
system andDefensive avoid accountability
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Types of Organizational Culture (cont)
Type of Normative Culture
Belief Characteristics Aggressive-
Oppositional Confrontation and
negativismDefensive rewarded
Aggressive- Power
Nonparticipative, take charge of Defensive

subordinates and responsive to

superiors
Aggressive- Competitive
Winning is valued and a win-Defensive
lose approach is used.
Aggressive- Perfectionistic
Perfectionistic, persistent, and Defensive

hard-working
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Embedding Organizational Culture

• 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

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Embedding Organizational Culture (cont)

• 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

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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

• Managing lifestyle- versus-work conflicts
• Managing intergroup role conflicts
• Seeking role definition and clarity
• Becoming familiar with task and group
  dynamics

2. Encounter Values, skills and attitudes
start to shift as new recruit discovers what
theorganization is trulylike
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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)
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Have you Been Adequately Socialized?

• Have you been adequately socialized in this
  College?

• Does your school adequately socialize employees?

• How do high levels of socialization impact a new
  students satisfaction? Explain.

• What is a new students role in the
  socialization process?

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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

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Developmental Networks Associated with Mentoring
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.
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Building an Effective Mentoring Network

• 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