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