Chapter 16
Socialization (Encounter Stage)
2nd Stage of Socialization. Begins the day an employee begins to work in which they compare the information as an outsider to the information learned as an insider.
Goals and Values
Adoption of the spoken and unspoken goals and values of an organization
Stories
Anecdotes, accounts, legends, and myths passed down from cohort to cohort within an organization. Can be a major mechanism through which leaders and employees describe what the company values or finds important.
Specific Culture Types
Customer Service Culture Safety Culture Diversity Culture Creativity Culture
Culture Strength
Degree to which employees agree about how things should happen within the organization and behave accordingly
Advantages of Strong Cultures
Differentiates the organization from others, Allows employees to identify themselves with the organization, Facilitates desired behaviors among employees, Creates stability
Socialization (Understanding and Adaption)
Final stage of socialization, New comers come to learn the content areas of socialization and internalize the norms and expected behaviors of an organization.
Socialization (Anticipatory Stage)
First stage of socialization. Potential employees sees what it would be like to work for the company
Creativity Culture
Focused on creating a creative atmosphere
Diversity Culture
Focused on fostering or taking advantage of a diverse group of employees.
Customer Service Culture
Focused on service quality. 65% of gross domestic product in US is service oriented.
General Culture Types (4 of them)
Fragmented Culture Mercenary Culture Networked Culture Communal Culture
Socialization (Six Dimensions)
Goals and Values, People , Politics , History, Language, Performance proficiency
Communal Culture
High sociability/high solidarity Employees are friendly to each other and think alike. Small companies usually start off as this.
Networked Culture
High sociability/low solidarity employees are friendly to each other, but everyone thinking differently and do their own thing. Companies tend to move towards this as they grow.
Symbols
Images organization uses, which generally convey messages. Ex: Apple ties its logo with Issac Newton and therefore conveys innovation
Politics
Information regarding formal and informal work relationships and power structures within the organization
Basic Underlying Assumptions (center layer)
Ingrained beliefs and philosophies of employees. So ingrained that employees simply act on them rather than questioning the validity of the behavior in a given situation. Ex: Why would you build something unsafe?
Performance Proficiency
Knowledge of the roles required and the tasks involved in the job.
Mercenary Culture
Low Sociability/high solidarity Employees think alike but are not friendly to one another
Disadvantage of Strong Cultures
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, Makes adapting to the environment much more difficult
Reality Shock
Mismatch of information when employee really sees what its like to work for the company. (This isn't what I expected from working here)
Culture Components (3 of them)
Observable Artifacts - (outside layer) Espoused Values - (2nd Layer) Basic Underlying Assumptions (center layer)
Realistic Job Previews
Occur during anticipatory stage, makes sure potential employee has an accurate picture of what working for an organization is going to be like by highlighting negative and positive aspects of the job.
Physical Structure
Organizations buildings and internal office designs
Socialization
Process in which employees learn the social knowledge that enables them to understand and adapt to the organizations culture.
Safety Culture
Specific culture type focused on safety of employees. Positive safety culture has been shown to reduce accidents and increase safety based
Person Organization Fit to Organizational Commitment
Strong Positive
People
Successful and satisfying relationship with organizational members
Changing an Organizational Culture
Successful major changes in organizational culture is less than 20%, Leaders can be a driving force of changing culture, Mergers and Acquisitions can change the culture
Newcomer Orientation
The degree to which a person's values and personality match the culture of the organization
Person Organization Fit
The degree to which a person's values and personality match the culture of the organization
Language
The jargon, slang, and slogans used within an organization. Ex: Yahoo uses CTR which mean click through rate
Person Organization Fit to Job Performance
WEAK POSITIVE
Espoused Values - (2nd Layer)
are beliefs, philosophies and norms that a company explicitly states. Ex: mission statements.
Rituals
daily or weekly planned routines that occur in an organization
Weak Culture
employees disagree and are not united
Ceremonies
formal events, generally performed in front of an audience of organizational members.
History
information regarding the organizations traditions, customer, myths
Mentoring
junior level employee develops a deep and long-lasting relationship with a more senior-level employee. Can provide social knowledge/resources/and psychological support
Fragmented Culture
low sociability/low solidarity employees are distant and disconnected from one another.
Observable Artifacts - (outside layer)
manifestations of an organization that employees can easily see or talk about. Supply the signals that employees interpret to gauge how they act during the workday. Helps show what the organization is all about.
ASA Framework (Attraction selection attrition)
potential employees will be attracted to organizations who culture matches their own personality, meaning that some potential job applicants won't apply due to lack of fit.
Strong Culture
serves to unite and direct employees. They take a long time to create and are hard to change
Organizational culture
shared social knowledge within an organization regarding the rules, norms, and values that shape the attitude and behaviors of its employees.
Language
slang and jargon used in the organization
Subculture
unite a smaller subset of the organizations employees. More likely to exist in large organizations
Counter Culture
when subcultures values do not match those of the organization