OB chapter 16

mentoring

a process by which a junior-level employee develops a deep and long-lasting relationship with a more senior level employee in the organization

socialization

a process that beings before an employee starts work and doesn't end until an employee leaves the organization

goals and values

adoption of the spoken and unspoken goals and values of the organization

creativity culture

affects the quality and quantity of creative ideas within an organization

networked culture

all employees are friendly to one another, but everyone thinks differently

stories

anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within and organization; can be a major mechanism through which leaders and employees describe what the company values or finds important

they move through the different cultures

as companies grow

encounter stage

begins the day an employee starts work; employees compare the information they acquired as outsiders with what the organization really is like now that they're insiders

anticipatory stage

bulk of information received occurs during recruitment and selection processes that employees go through prior to joining an organization, including the way employees are treated, the things insiders tell them, and any other information they receive

symbols

can be found throughout an organization, from its corporate logo to the images it places on its website to the uniforms its employees wear

observable artifacts, espoused values, basic underlying assumptions

components of culture

specific cultures

created by companies manipulating observable artifacts and espoused values to help achieve organizational goals

diversity culture

created by hiring a large number of new minority employees, conducting sensitivity training, etc.

customer service culture

culture focused on service quality; there is a higher level of customer satisfaction and sales; leads to more customer-oriented behaviors by employees and a larger profit

physical structures

describes the company based on different company facilities

mercenary culture

employees think alike but aren't friendly to one another; likely to be very political environments

task performance and affective commitment

employees who fit with their organization have higher levels of

citizenship behaviors

employees who fit with their organization participate in more

weak cultures

exist when employees disagree about the way things are to be done and whats expected of them, meaning there is nothing to unite or direct their attitudes and actions

subcultures

exist when the overall organizational culture is supplemented by another culture governing a more specific set of employees; more likely to exist in large organizations

ceremonies

formal events, generally performed in front of an audience of organizational members

minimize reality shock

goal of socialization

culture strength

high when employees definitely agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consistent with those expectations (high intensity)

attraction-selection-attraction

holds that potential employees will be attracted to organizations whose cultures match their own personality, meaning that some potential job applicants wont apply due to a perceived lack of fit.

sociability

how friendly employees are to one another

observable artifacts

important because they show everyone what the organization is all about

politics

information regarding formal and informal work relationships and power structures within the organization

history

information regarding the organization's traditions, customs, myths, and rituals

language

knowledge of the acronyms, slang, and jargon that are unique to the organization

performance proficiency

knowledge of the roles required and the tasks involved in the job

understanding and adaptation

last stage of socialization; newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization

subcultures

may exist in an organization and unite a smaller subset of the organization's employees

newcomer orientation

one effective way to start the socialization process; effective transmitters of socialization content

realistic job previews

one of the most inexpensive and effective ways of reducing early turnover; occur during the anticipatory stage of socialization; involve making sure a potential employee has an accurate picture of what working for an organization is going to be like by highlighting both the positive and the negative aspects of the job

solidarity and sociability

organizational culture is divided by these two dimensions

fragmented culture

organizations that are low on both dimensions; employees are distant and disconnected from one another

attraction-selection-attraction

organizations will select candidates based on whether their personalities fit the culture, further weeding out potential misfits

communal cultures

organizations with friendly employees who all think alike

weak positive correlation

person-organization fit and job performance

strong positive correlation

person-organization fit and organizational commitment

safety culture

reduces accidents an increases safety-based citizenship behaviors, reduces treatment errors in medical settings

basic underlying assumptions

represent the deepest and least observable part of a culture; may not be consciously apparent

culture strength

serves to unite and direct employees

organizational culture

shapes and reinforces certain employee attitudes and behaviors by creating a system of control over employees

symbols, physical structures, language, stories, rituals, ceremonies

six types of observable artifacts

anticipatory stage

starts the moment a potential employee hears the name of an organization and as soon as a potential employees develops an image of what i must be like to work for a given company

people

successful and satisfying relationships with organizational members

observable artifacts

supply the signals that employees interpret to gauge how they should act during the workday and the means of transmitting an organization's culture to its workforce

strong cultures

take a long time to develop and are difficult to change; not always good cultures

culture

tells employees what the rules, norms, and values are within the organization

espoused values

the beliefs, philosophies, and norms that a company explicitly states; can range from published documents to verbal statements

rituals

the daily or weekly planned routines that occur in an organization

person-organization fit

the degree to which a person's personality and values match the culture of an organization; judged by thinking about the values they prioritize the most, then judging whether the organization shares those values

solidarity

the degree to which group members think and act alike

understanding and adaptation

the employee has adopted the goals and values of the organization, understands what the organization has been through, and can converse with others in the organization using technical language and specific terms that only insiders would understand

networked, communal, fragmented, mercenary

the four general culture types

customer service culture, safety culture, diversity culture, creativity culture

the four specific culture types

language

the jargon, slang, and slogans used within the walls of an organization

the characteristics of the employee and the company

the length of the socialization process varies depending on

observable artifacts

the manifestations of an organization's culture that employees can easily see or talk about

socialization

the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture

the sooner the employee becomes a productive worker

the quicker an employee is socialized,

organizational culture

the shared social knowledge among members of the organization

goals and values, performance proficiency, language, history, politics, people

the six dimensions of organizational socialization

basic underlying assumptions

the taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation

anticipatory, encounter, understanding and adaptation

the three stages of socialization

espoused and enacted values

there is a difference between

attraction-selection-attraction

those people who still don't fit will either be unhappy or ineffective when working in the organization, which leads to attrition

realistic job previews, orientation programs, mentoring

three major ways to socialize employees

changes in leadership and mergers or acquisitions

two ways to change a culture

attraction-selection-attraction and socialization

ways to maintain and organizational culture

countercultures

when a subculture's values don't match those of the larger organization; can split the organization and create a differentiated culture

reality shock

when info received as an outsider does not match what life is like as an insider