Chapter 14-1, Chapter 14-2, Chapter 14-3

• Daniel Feldman proposed a three-phase model of socialization. The three phases are ...

anticipatory socialization, encounter, and change and acquisition.

•Mentoring serves to embed organizational culture for two reasons. First, mentoring contributes to creating a sense of oneness by promoting the acceptance of the organization's values. Second, the socialization aspect of mentoring promotes a sense of membership.

creating a sense of oneness by promoting acceptance of organizations values and socialization aspect of mentoring promotes membership

____________fit is important because it is associated with positive work attitudes and performance.

Person-organization

________ : outlines an organization's long-term goals and the actions necessary to achieve those goals

A strategic plan

__________ : constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior - They represent deep-seated beliefs that employees have about their company and thus constitute the core of organizational culture

Basic underlying assumptions

________: requires employees to master important tasks and roles and to adjust to their work group's values and norms. - This only occurs when employees have a clear understanding about their roles and they are effectively integrated within the work unit

Change and acquisition phase

__________: reflect the values and norms that actually are exhibited or converted into employee behavior.

Enacted values

___________ : have a strong external focus and value stability and control. - Competition is the strategic thrust of these organizations. They have a strong desire to deliver results and accomplish goals - Customers and profits take precedence over employee development and satisfaction

Market culture

________ : The process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person

Mentoring

________: programs help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics and by clarifying work-role expectations and responsibilities

Onboarding

________ : have an external focus and value flexibility - Creation of new products and services is the strategic thrust of this culture, which is accomplished by being adaptable, creative and fast to respond to changes in the marketplace - Does not rely on centralized power and authority relationships

Adhocracy culture

___________: occurs before an individual actually joins an organization. - It is represented by the information people have learned about different careers, occupations, professions and organizations. The information can come from many sources

Anticipatory socialization phase

What are the three phase's in the three phase model of organizational socialization. Model made by Daniel Feldman promtoes deeper understanding of important process

Anticipatory socialization phase,Encounter phase,Change and acquisition phase

_______ : consist of the physical manifestation of an organization's culture

Artifacts

________ : have an internal focus and value flexibility rather than stability and control - This resemble a family type organization in which effectiveness is achieved by encouraging collaboration, trust and support among employees - Very employee focused and strives to instill cohesion through consensus and job satisfaction and commitment through employee involvement

Clan culture

_________: provides a practical way for managers to understand, measure and change organizational culture

Competing values framework (CVF)

__________ is a shared concept that is learned over time. It also influences our behavior at work and outcomes at multiple levels.

Culture

_________ : represents the quality of relationships among the individual and those involved in his or her developmental network

Developmental relationship strength

____________ : reflects the variety of people within the network an individual uses for development assistance

Diversity of development relationships

__________ : represent the values and norms that actually are exhibited or converted into employee behavior.- Represent the values that employees ascribe to an organization based on their observations of what occurs daily

Enacted values

____ : employees come to learn what the organization is really like

Encounter phase

______ : represent the explicitly stated values and norms that are preferred by an organization

Espoused values

__________ represent the explicitly stated values and norms that are preferred by an organization.

Espoused values

______________ : has an internal focus, which produces a more formalized and structured work environment and values stability and control over flexibility. - This orientation leads to the development of reliable internal processes, extensive measurement and the implementation of a variety of control mechanisms - Effectiveness in a company with this type of culture is likely to be assess with measure sof efficiency, timeliness, quality, safety and reliability of producing and delivering products and services

Hierarchy culture

__________ is a key mechanism used by organizations to embed their organizational cultures. It turns outsiders into fully functioning insiders.

Organization socialization

___________ : 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.

Organizational culture

___________ operates on three levels: 1. Observable artifacts 2. Espoused values 3. Basic underlying assumptions

Organizational culture

All organization's culture fulfills four important fuctions

Organizational identity,Collective commitmen, Social system stability,sense-making device

__________ the process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization

Organizational socialization:

______ : involves giving recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the jobs

Realistic job preview

_______: represents " a company's ability to make a profit without sacrificing the resources of its people, the community and the planet

Sustainability

_____: represents a long-term goal that describes "what" an organization wants to become.

Vision

Five career functions that enhanced ___________ are - Sponsorship - Exposure and visibility - Coaching - Protection - Challenging assignments

career development

• Mentoring has two general functions: ______ and ______.

career psychosocial

The _________framework identifies four different types of organizational culture. A clan culture has an employee focus. Adhocracy and market cultures have external foci that emphasize innovation/growth and market share/profitability, respectively. Hierarchical cultures are internally focused on efficiency and smooth functioning.

competing values

Four truths about ________ 1. Leaders are the architects and developers of organizational culture a. This suggests that culture is not determined by fate and is formed and shaped by the ongoing behavior of everyone who works at a company 2. Changing culture starts with targeting one of the three levels of organizational culture observable artifacts, espoused values, and basic underlying assumptions a. Fastest way to start a culture change project is through the use of observable artifacts 3. Consider how closely the current culture aligns with the organization's vision and strategic plan 4. Use a structured approach when implementing culture change

culture change

Twelve mechanisms for creating __________ 1.Formal statements: this method relies on using formal statements of organizational philospogy, mission, vision, values and materials used for recruiting selection and socialization 2.Design of physical space, work environments and buildings 3.Slogans, language, acronyms and sayings 4.Deliberate role modeling, training programs, teaching and coaching by others 5.Explicit rewards, status symbols and promotion criteria 6.Stories, legends, or myths about key people and events 7.Organizational activates, processes or outcomes 8.Leader reactions to critical incidents and organizational crises 9.Rites and rituals: represent the planned and unplanned activities and ceremonies that are used to celebrate important events or achievements 10.The workflow and organizational structure 11.Organizational systems and procedures 12.Organizational goals and criteria throughout the employee cycle

culture change

•There are four caveats about_______. First, leaders are the architects and developers of organizational culture. Second, the process of culture change begins with targeting the three layers of culture. Third, culture needs to be aligned with a company's vision and strategic plan. Finally, it is important to use a structured approach when implementing culture change.

culture change

•There are four key developmental networks underlying effective _________. A receptive network is composed of a few weak ties from one social system. Having a few strong ties with developers from one social system is referred to as a traditional network. An entrepreneurial network is made up of strong ties among several developers. An opportunistic network is associated with having weak ties from different social systems.

mentoring

• Current models of _____it as a developmental network of relationships that help people to learn and develop.

mentoring view

•The three levels of organizational culture are ....

observable artifacts, espoused values, and basic underlying assumptions.

- It identifies four fundamental types of ________ o Clan Collaborate o Adhocracy create o Hierarchy control o Market compete

organizational culture

Four characteristics of ___________ - Shared concept - Learned over time - Influences our behavior at work - Impacts outcomes at multiple levels

organizational culture

Outcomes associated with ___________ - Both managers and academic researchers believe that organizational culture can drive employee attitudes, performance and organizational effectiveness thereby leading to competitive advantage

organizational culture

•There are five conclusions about outcomes associated with_____________ (1) culture is related to measures of organizational effectiveness; (2) employees are more satisfied and committed to companies with clan cultures; (3) innovation and quality can be increased by building characteristics associated with clan, adhocracy, and market cultures; (4) an organization's financial performance is not strongly related to culture; and (5) companies with market cultures tend to have more positive organizational outcomes.

organizational culture:

Four functions of organizational culture are ...

organizational identity, collective commitment, social system stability, and a device for sense-making.

There are six key implications with ______ and__________ -You should foster a broad developmental network because the number and quality of your contacts will influence your career success -Look to the consistency or congruence between your career goals and the type of developmental netowkr as your disposal -A developer's willingness to provide career and psychosocial assistance depends on the protégé ability and potential and the quality of the interpersonal relationship -Become proficient at using social networking tools such as twitter -Develop a mentoring plan -Incorporate mentoring into the organization's leadership development programs

personal, organizational implications

There are six __________tactics. They are collective versus individual, formal versus informal, sequential versus random, fixed versus variable, serial versus disjunctive, and investiture versus divestiture.

socialization