MPO- Organizational, Culture, Socialization, and Mentoring

Cultural Values

-Collective beliefs, concepts, and feelings about what is good, normal, rational, and valuable within the organization. -Values pertain to desirable end states and guide attitudes and behaviors.

Examples of Organization-Level Outcomes

-Commitment to the organization -High performance -Tenure -Internalized values -better communication of values -Stronger culture -High work motivation -High job involvement

Mechanisms for Managing Organizational Culture

-Formal statements of: organizational philosophy, mission, values, vision, materials used for recruiting, visible artifacts -Design of physical space: physical spacing among people and buildings and location of office furniture -Slogans, language, acronyms, and sayings that are easy to remember and repeat -Role modeling, training, and coaching -Explicit rewards, status symbols (titles), and promotion criteria -Stories, legends, or myths. Powerful way to send messages about values and behaviors that are desired -Organizational activities and processes. Leaders pay attention to those activities that they can measure and control. They send messages to employees about acceptable norms -Leader reactions to critical incidents. People learn and pay attention to emotions exhibited by leaders. Positive emotions spread, but negative emotions spread faster and further -Rites and rituals are planned and unplanned activities and ceremonies that usually celebrate important events or achievements

Three Organizational Socialization Dimensions

-Functional (involves learning the tasks associated with the new position/role) -Hierarchical (learning the power and authority associated with the new position/role) -Inclusionary (learning how to fit within the social sphere of the organization)

Examples of Individual-Level Outcomes

-Job satisfaction -Role clarity -Less stress

The Three Fundamental Levels of Culture

-Observable artifacts or cultural symbols -Cultural values -Basic or shared assumptions

The Four Functions of Organizational Culture

-Organizational identity -Sense-making device -Social system stability -Collective commitment

Organizational systems, procedures, and goals are how the company handles:

-Recruitment -Selection -Development -Promotion -Layoffs -Retirement -Communication

Characteristics of an Organizational Culture

-Shared concept among a group of people -Learned over time, it's passed on to new employees through socialization and mentoring -It influences behaviors at work -It operates at different levels (has effects on individual-, group-, and organizational-levels)

Drivers of Culture

-The founder's values -The industry and business environment -The national culture -The organization's vision and strategies -The behavior of leadors

Observable Artifacts or Cultural Symbols

-The physical manifestation of an organization's culture -Includes: words and acronyms, manner of dress, awards, myths and stories about the organization, published list of values, observable rules and ceremonies, special parking spaces, decorations

Basic or Shared Assumptions

-Unobservable values that represent the core organizational culture -Organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior -Deepest level of organizational culture, most difficult to change

Adhocracy/Entrepreneurial Culture of Competing Values Framework

-Values flexibility -Has an external focus -Creation of new products and services -Culture is adaptable, creative, and fast to respond to the marketplace -Fosters innovation, is adaptive, and risk-taking, responds to environmental changes, centralized power and authority are not effective, and promotes creativity and knowledge sharing

Clan Culture of Competing Values Framework

-Values flexibility -Has an internal focus (employee-focused) -Effectiveness achieved by encouraging collaboration, trust, and support -Fosters loyalty, personal commitment, extensive socialization, teamwork, job satisfaction, cohesive work, and self-management

Market Culture of Competing Values Framework

-Values stability and control and has an external focus -Competition -Strong desire to deliver results and accomplish goals -Focuses on customers over employee development and satisfaction because the goal customer satisfaction and profits

Hierarchy/Bureaucratic Culture of Competing Values Framework

-Values stability and control and has an internal focus -Formalized and structured work environment -Efficiency, timeliness, and reliability -Has reliable internal process and control mechanisms, highly formalized and structured work environment, rules and standard operating procedures

It takes ____-_____ _____ for employees to become well socialized

9-12 months

Phase 1 of the Socialization Process

Anticipatory Socialization -Occurs before an individual joins an organization. -Involves the information people learn about different careers, occupations, professions, and organizations. -Learned from: current employees, social media, internet, and realistic job previews

Which level of organizational culture is the hardest to change?

Basic underlying assumption

Phase 3 of the Socialization Process

Change and Acquisition -Requires employees to master important tasks and roles and to adjust to their work group's values and norms

XYZ is a family-owned business. The company conducts frequent employee surveys in order to make sure that the practices in place keep its employees motivated and satisfied. What type of culture does this resemble?

Clan

Can culture change?

Culture cannot change significantly without the commitment of managers and without changing the basic underlying assumptions

Who suggested a three-phase model of organizational socialization that promotes a deeper understanding of the process?

Daniel Feldman

Amy recently started a new job. Everyone she interviewed with seemed very personable and easy-going. She was quite surprised when during her first week on the job she witnessed a loud and argumentative confrontation in the hallway between two of her coworkers. People seem so different than the way she expected them to be. Amy is in which stage of the socialization process?

Encounter

Phase 2 of the Socialization Process

Encounter Socialization -Employees learn what the organization is really like. -Onboarding Programs- help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, and culture and by clarifying work role expectations and responsibilites

The top management of ABCD has clearly stated the values and norms that are preferred. These are referred to as:

Espoused Values

Jane works in an organization where quality and efficiency are highly valued. This organization's culture is likely:

Hierarchy

Every month, ABCD gives the "employee of the month" award to one of its employees and offers a check of $100 and an assigned parking space for a month. This is an example of

Observable Artifacts

The Competing Values Framework

Offers a practical way for understanding, measuring, and changing organizational culture

Organizational Socialization

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

Espoused Values

Represent the explicitly stated values and norms that are preferred by an organization

Organizational Culture

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 environment

Enacted Values

The values and norms that are actually exhibited or converted into employee behavior

Employees are more satisfied and committed to organizations with ________ cultures

clan

Innovation and quality can be increased by building characteristics associated with ______, ________, and _______ cultures

clan, adhocracy, market

Firms vary ________ in their cultures and learning

dramatically

Reducing the number of organizational layers is an attempt to

empower employees and increase employee involvement

Personality differences can ______ influence the matching between employees and the organization

indeed

People in an organizational culture have ______ identities

multiple

Effective ________ programs result in increased retention, productivity, and rates of task completion for new hires

onboarding

Financial performance is not strongly related to _______ culture

organizational

Organizational culture is related to

organizational effectiveness

Market cultures tend to have more ________ organizational outcomes

positive