Management 300: Organizational Culture (Chp. 2and 4)
Steps in the Socialization Process First S
1. Anticipatory stage A stage of socialization that begins as soon as a potential employee develops an image of what it would be like to work for a company 2. Encounter stage A stage of socialization beginning the day an employee starts work, during which the employee compares the information as an outsider to the information learned as an insider 3. Reality shock A mismatch of information that occurs when an employee finds that aspects of working at a company are not what the employee expected it to be 4. Understanding and adaptation The final stage of socialization, during which newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization
ASA framework
A theory (Attraction-Selection-Attrition) that states that employees will be drawn to organizations with cultures that match their personality, organizations will select employees who match, and employees will leave or be forced out when they are not a good fit
Stories
Anecdotes, accounts, legends, and myths passed down from cohort to cohort within an organization
Observable Artifacts
Aspects of an organization's culture that employees and outsiders can easily see or talk about
Communal culture
Employees are friendly to one another and all think alike
Networked culture
Employees are friendly to one another, but everyone thinks differently and does his or her own thing
Facets of organizational culture
Employees learn about most important aspects of culture through other employees and their managers Culture tells employees what the rules, norms, and values are within the organization Organizational culture shapes and reinforces certain employee attitudes and behaviors by creating a system of control over employees
Mercenary culture
Employees think alike but are not friendly to one another
Dimensions Addressed in Socialization
Goals and Values: Adoption of the spoken and unspoken goals and values of the organization Performance Proficiency: knowledge of the roles required and tasks involved the job People: Successful and satisfying relationships with organizational members 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
Disadvantages of a strong culture
Makes merging with another organization more difficult Attracts and retains similar kinds of employees, thereby limiting diversity of thought Can be "too much of a good thing" if it creates extreme behaviors among employees Makes adapting to the environment more difficult
Norms
Managers try to normalize unwritten, informal codes of conduct that are considered important by the organization and its members
Espoused Values
The beliefs, philosophies, and norms that a company explicitly states e.g., mission and vision statements, values statements
Rituals
The daily or weekly planned routines that occur in an organization New Belgium Brewing (Fat Tire) employees can have a beer in the lounge after every shift and get a 12-pack each week
Person-Organization Fit
The degree to which a person's values and personality match the culture of the organization is associated with high levels of job satisfaction and low levels of stress
Symbols
The images an organization uses, which can convey messages
Basic Underlying Assumptions
The ingrained beliefs and philosophies of employees Employees simply act, rather than thinking about their behavior in a certain situation
Language
The jargon, slang, and slogans used within an organization CTR and CPC Click-Through-Rate and Cost-Per-Click
Physical structures
The organization's buildings and internal office designs Open versus closed layout Personalities expressed
Socialization
The primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture
Mentoring
The process by which a junior-level employee develops a deep and long-lasting relationship with a more senior-level employee within the organization
Realistic job previews
The process of ensuring that a potential employee understands both the positive and negative aspects of the potential job
Organizational Culture
The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees
If you fit well with the culture, you will have more fun at work, and work will be no longer be work, it will be something you enjoy
True
Organizational culture plays a large role in many of the concepts discussed in this class
True
Values
describe what managers are trying to achieve through work and how they think they should behave
Terminal
A personal conviction about lifelong goals and objectives
Newcomer orientation
A common form of training during which new hires learn about the organization
Changes in Organizational Culture
Change leadership Mergers and acquisitions Changes in structure Changes in ownership
General Culture Type that has high sociability and high solidarity
Communal Culture
Advantages of a Strong Culture
Differentiates the organization from others Allows employees to identify themselves with the organization Facilitates desired behaviors among employees Creates stability within the organization
Fragmented culture
Employees are distant and disconnected from one another
Ceremonies
Formal events, generally performed in front of an audience of organizational members
General Culture type that had low sociability and low solidarity
Fragmented Culture
General Culture Type that has low sociability and high solidarity
Mercenary Culture
General Culture Type that has high sociability and low solidarity
Networked Culture
Examples of Organizations with Strong Cultures
Nike Progressive Twitter Southwest
What are the three major components of organizational culture
Observable artifacts Espoused values Underlying assumptions
Norms affect the development of
Organizational Culture
Instrumental
Personal conviction about desired modes of conduct or ways of behaving