MNGT Chapter 16

Socialization

- Another way of maintaining organizational culture which is the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture - The more quickly and effectively an employee is socialized, the sooner that employee becomes a productive worker within the organization - There are 3 stages 1. Anticipatory Stage 2. Encounter Stage 3. Understanding and Adaptation

Organizational Culture cont.

- Culture is social knowledge among members of the organization - 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

Newcomer Orientation cont.

- Effective way to start the socialization process - Effective transmitters of socialization content - Employees who complete orientation have higher levels of satisfaction, commitment, and performance than those who don't

Person-organization fit cont.

- Employees judge fit by thinking about the values they prioritize the most, then judging whether the organization shares those values. - When employees feel that their values and personality match those of the organization, they experience higher levels of job satisfaction and feel less stress about their day‐to‐day tasks - Employees also feel higher levels of trust toward their managers

Techniques for overcoming resistance to change

- Encourage active participation in change process - Provide education and communication about the change process - Facilitate change process by 1. making only necessary changes 2. announcing changes in advance 3. allowing time to adapt to change

RJP cont.

- One of the most inexpensive and effective ways of reducing early turnover among new employees - Occurs during the anticipatory stage of socialization during the recruitment process

Discourage adaptation to the organization's culture

- Orient new employees individually rather than as a group - Allow new employees to interact with current employees during orientation

Morals

- Practical applications of ethical principles - Modes of conduct

Encourage adaptation to the organization's culture

- Require new employees to meet special requirements - Provide role models for new employees

ASA framework cont.

- Some potential job applicants won't apply due to a perceived lack of fit - Organizations will select candidates based on whether their personalities fit the culture, further weeding out potential "misfits" - Those people who still don't fit will either be unhappy or ineffective when working in the organization

Ethics

- The study of values - How we ought to live - Denotes systematic, rational reflection upon a particular behavior

Why people are resistance to change

- they are uncertain about the extent and effects of change - there are different perceptions of change effects and outcomes - there may be threats to self‐interests, power, and influence - there may be a fear of loss of social networks, power, security, and familiar procedures

Person-organization fits impact

- weak positive correlation to job performance - strong positive correlation organizational commitment

Specific Culture Types

1. Customer service culture 2. Safety culture 3. Diversity culture 4. Creativity culture

Forces for change

1. External forces in the general and task environments can force the organization to alter the way it competes 2. Internal forces inside the organization cause it to change its structure and strategy; some internal forces are responses to external pressures

General Culture Types (4)

1. Fragmented culture 2. Mercenary culture 3. Networked culture 4. Communal culture

1. Reasons for closing

1. Need to cut costs 2. Excess capacity 3. Outmoded production facilities

Areas of Organization Change

1. Organization structure and design 2. Technology and operations 3. People

2. Reasoning against closing

1. Resistance from unions 2. Concern about worker welfare 3. Possible future needs

Common Organizational Forms

1. Simple Structure 2. Functional Structure 3. Multi Divisional Structure (2 types) - geographic - matrix

Steps in the change process (Lewin Model)

1. Unfreezing 2. Implementing Change 3. Refreezing

Elements of Organizational Structure

1. Work Specialization 2. Chain of Command 3. Span of Control 4. Centralization 5. Formalization

Three major reasons why a company will acquire another company

1. acquire the technology the other company has 2. bring into the company desirable characteristics of the other company's culture 3. practice "innovation through absorption"

The primary aspects of an organization's culture include which of the following?

1. observable artifacts 2. espoused values 3. basic underlying assumptions

Advantages of a strong culture

1. the ability to differentiate the organization from others 2. creating stability within the organization 3. facilitating desired behaviors among employees

Organizational Chart

A drawing that represents every job in the organization and the formal reporting relationships between those jobs

2. Matrix Structures

A more complex form of organizational design that tries to take advantage of two types of structures at the same time - represents a combination of a functional structure and a product structure

Reactive Change

A piecemeal response to events and circumstances as they develop

4. Creativity culture

A specific culture type focused on fostering a creative atmosphere

3. Diversity culture

A specific culture type focused on fostering or taking advantage of a diverse group of employees

1. Customer service culture

A specific culture type focused on service quality

2. Safety culture

A specific culture type focused on the safety of employees

Attraction‐Selection‐Attrition (ASA) framework

A way of maintaining organizational culture that holds that potential employees will be attracted to organizations whose cultures match their own personality

Realistic Job Preview (RJP)

A way of managing socialization and is the process of ensuring that a potential employee understands both the positive and negative aspects of the potential job

3. People

Abilities Skills Performance Perceptions Expectations Attitudes Values

1. Fragmented culture

An organizational culture type in which employees are distant and disconnected from one another - low sociability, low solidarity

3. Networked culture

An organizational culture type in which employees are friendly to one another and all think alike - high sociability, high solidarity

4. Communal culture

An organizational culture type in which employees are friendly to one another, but everyone thinks differently and does his or her own thing - high sociability, low solidarity

2. Mercenary culture

An organizational culture type in which employees think alike but are not friendly to one another - low sociability, high solidarity

2. Functional Structure

An organizational form in which employees are grouped by the functions they perform for the organization

4. Stories

Anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within an organization

Newcomer Orientation

Another way of managing socialization and is is a common form of training during which new hires are forced to learn more about the organization

Mentoring

Another way of managing socialization which is a process by which a junior‐level employee (protégé) develops a deep and long‐lasting relationship with a more senior‐level employee (mentor) within the organization

Organization Change

Any substantive modification to some part of the organization (e.g., work schedules, machinery, employees)

2. Encounter Stage

Begins the day an employee starts work - Reality Shock: a mismatch of info that occurs when an employee finds out the aspects of working at a company are not what the employee expected it to be

3. Multi Divisional Structure

Bureaucratic organizational forms in which employees are grouped into divisions around products, geographic regions, or clients. There are three types 1. Geographic Structure 2. Matrix Structures 3. Product Structures

Mentoring cont.

Can provide social knowledge, resources, and psychological support to the protégé both at the beginning of employment and as the protégé continues his or her career with the company

Espoused Values

Cultural component that consists of the beliefs, philosophies, and norms that a company explicitly states - published documents or verbal statements made to employees and managers

Observable Artifacts

Cultural component that consists of the manifestations of an organization's culture that employees can easily see or talk about. There are 6 types 1. Symbols 2. Physical structures 3. Language 4. Stories 5. Rituals 6. Ceremonies

Basic underlying assumptions

Cultural component that means taken‐for‐granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation

Planned Change

Designed and implemented in an orderly and timely fashion in anticipation of future events

Sustainability Culture

Encourages values and behaviors that support the greater social good - resonates well with today's job applicants

2. Chain of Command

Essentially answers the question "Who reports to whom?" and signifies formal authority relationships - specific flow of authority down through the levels of an organization's structure

Countercultures

Exist when a subcultures' values do not match those of the organization

Culture Strength

Exists when employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consistent with those expectations (high intensity).

From which source do employees learn about the most important aspects of organizational culture?

Fellow Employees

6. Ceremonies

Formal events, generally performed in front of an audience of organizational members

Organizational Structure

Formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company

1. Symbols

Found throughout an organization, from its corporate logo to the images it places on its Web site to the uniforms its employees wear

1. Geographic Structures

Generally based around the different locations where the company does business

3. Product Structures

Group business units around different products that a company produces

1. Anticipatory Stage

Happens before an employee spends even one second on the job

5. Formalization

High formalization when there are many specific rules and procedures used to standardize behaviors and decisions - necessary coordination mechanism that organizations rely on to get a standardized product or deliver a standardized service

Huducker Proxy Movie Clip

How to NOT socialize people - mail and info flying everywhere - very overwhelming - turnover rate high

1. Unfreezing

Individuals must be shown why the change is necessary

2. Technology and operations

Information technology Equipment Work processes Work sequences Control systems Enterprise resource planning (ERP)

1. Organization structure and design

Job design Departmentalization Reporting relationships Authority distribution Coordination mechanisms Line-staff structure Overall design Culture Human resource management

Changes in leadership change an organizational culture

New leaders bring their own ideas and values, and leaders are expected to be a driving force for change

Major way of communicating organizational culture to its workforce

Observable Artifacts

How important is organizational culture?

Person-organization fit is the degree to which a person's personality and values match the culture of an organization

4. Centralization

Reflects where decisions are formally made in organizations

3. Refreezing

Reinforcing and supporting the change so it becomes a permanent part of the system

3. Span of Control

Represents how many employees the manager is responsible for in the organization - narrow spans of control allow managers to be much more hands‐on with employees

The Circle Movie Clip

Socialization Step: - understanding and adaptation

Values

Standards or ideals that serve as guides by which we live and make decisions

2. Implementing Change

The change itself is implemented

Rule for company culture following most acquisitions

The company being acquired is expected to adapt to the culture of the acquiring company

5. Rituals

The daily or weekly planned routines that occur in an organization

1. Work Specialization

The degree in which tasks in an organization are divided into separate jobs - also known as division of labor

3. 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

3. Language

The jargon, slang, and slogans used within an organization

1. Simple Structure

The most common form of organizational design, primarily because there are more small organizations than large ones - 80% of employing organizations have fewer than 19 employees

2. Physical Structures

The organization's buildings and internal office designs

Organizational Design

The process of creating, selecting, or changing the structure of an organization

Organizational Culture

The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees

Force-field Analysis for Plant Closing

There are... 1. Reasons for closing 2. Reasons against closing

Mergers and acquisitions change an organizational culture

Two companies with distinct cultures are merged to form a new culture

Subcultures

Unite a smaller subset of the organization's employees - created because there is a strong leader in one area of the company that engenders different norms and values

Solidarity

Unity or agreement of feeling or action, especially among individuals with a common interest - mutual support within a group - togetherness on decisions