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