OB chapter 16
mentoring
a process by which a junior-level employee develops a deep and long-lasting relationship with a more senior level employee in the organization
socialization
a process that beings before an employee starts work and doesn't end until an employee leaves the organization
goals and values
adoption of the spoken and unspoken goals and values of the organization
creativity culture
affects the quality and quantity of creative ideas within an organization
networked culture
all employees are friendly to one another, but everyone thinks differently
stories
anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within and organization; can be a major mechanism through which leaders and employees describe what the company values or finds important
they move through the different cultures
as companies grow
encounter stage
begins the day an employee starts work; employees compare the information they acquired as outsiders with what the organization really is like now that they're insiders
anticipatory stage
bulk of information received occurs during recruitment and selection processes that employees go through prior to joining an organization, including the way employees are treated, the things insiders tell them, and any other information they receive
symbols
can be found throughout an organization, from its corporate logo to the images it places on its website to the uniforms its employees wear
observable artifacts, espoused values, basic underlying assumptions
components of culture
specific cultures
created by companies manipulating observable artifacts and espoused values to help achieve organizational goals
diversity culture
created by hiring a large number of new minority employees, conducting sensitivity training, etc.
customer service culture
culture focused on service quality; there is a higher level of customer satisfaction and sales; leads to more customer-oriented behaviors by employees and a larger profit
physical structures
describes the company based on different company facilities
mercenary culture
employees think alike but aren't friendly to one another; likely to be very political environments
task performance and affective commitment
employees who fit with their organization have higher levels of
citizenship behaviors
employees who fit with their organization participate in more
weak cultures
exist when employees disagree about the way things are to be done and whats expected of them, meaning there is nothing to unite or direct their attitudes and actions
subcultures
exist when the overall organizational culture is supplemented by another culture governing a more specific set of employees; more likely to exist in large organizations
ceremonies
formal events, generally performed in front of an audience of organizational members
minimize reality shock
goal of socialization
culture strength
high when employees definitely 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)
attraction-selection-attraction
holds that potential employees will be attracted to organizations whose cultures match their own personality, meaning that some potential job applicants wont apply due to a perceived lack of fit.
sociability
how friendly employees are to one another
observable artifacts
important because they show everyone what the organization is all about
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
performance proficiency
knowledge of the roles required and the tasks involved in the job
understanding and adaptation
last stage of socialization; newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization
subcultures
may exist in an organization and unite a smaller subset of the organization's employees
newcomer orientation
one effective way to start the socialization process; effective transmitters of socialization content
realistic job previews
one of the most inexpensive and effective ways of reducing early turnover; occur during the anticipatory stage of socialization; involve making sure a potential employee has an accurate picture of what working for an organization is going to be like by highlighting both the positive and the negative aspects of the job
solidarity and sociability
organizational culture is divided by these two dimensions
fragmented culture
organizations that are low on both dimensions; employees are distant and disconnected from one another
attraction-selection-attraction
organizations will select candidates based on whether their personalities fit the culture, further weeding out potential misfits
communal cultures
organizations with friendly employees who all think alike
weak positive correlation
person-organization fit and job performance
strong positive correlation
person-organization fit and organizational commitment
safety culture
reduces accidents an increases safety-based citizenship behaviors, reduces treatment errors in medical settings
basic underlying assumptions
represent the deepest and least observable part of a culture; may not be consciously apparent
culture strength
serves to unite and direct employees
organizational culture
shapes and reinforces certain employee attitudes and behaviors by creating a system of control over employees
symbols, physical structures, language, stories, rituals, ceremonies
six types of observable artifacts
anticipatory stage
starts the moment a potential employee hears the name of an organization and as soon as a potential employees develops an image of what i must be like to work for a given company
people
successful and satisfying relationships with organizational members
observable artifacts
supply the signals that employees interpret to gauge how they should act during the workday and the means of transmitting an organization's culture to its workforce
strong cultures
take a long time to develop and are difficult to change; not always good cultures
culture
tells employees what the rules, norms, and values are within the organization
espoused values
the beliefs, philosophies, and norms that a company explicitly states; can range from published documents to verbal statements
rituals
the daily or weekly planned routines that occur in an organization
person-organization fit
the degree to which a person's personality and values match the culture of an organization; judged by thinking about the values they prioritize the most, then judging whether the organization shares those values
solidarity
the degree to which group members think and act alike
understanding and adaptation
the employee has adopted the goals and values of the organization, understands what the organization has been through, and can converse with others in the organization using technical language and specific terms that only insiders would understand
networked, communal, fragmented, mercenary
the four general culture types
customer service culture, safety culture, diversity culture, creativity culture
the four specific culture types
language
the jargon, slang, and slogans used within the walls of an organization
the characteristics of the employee and the company
the length of the socialization process varies depending on
observable artifacts
the manifestations of an organization's culture that employees can easily see or talk about
socialization
the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture
the sooner the employee becomes a productive worker
the quicker an employee is socialized,
organizational culture
the shared social knowledge among members of the organization
goals and values, performance proficiency, language, history, politics, people
the six dimensions of organizational socialization
basic underlying assumptions
the 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
anticipatory, encounter, understanding and adaptation
the three stages of socialization
espoused and enacted values
there is a difference between
attraction-selection-attraction
those people who still don't fit will either be unhappy or ineffective when working in the organization, which leads to attrition
realistic job previews, orientation programs, mentoring
three major ways to socialize employees
changes in leadership and mergers or acquisitions
two ways to change a culture
attraction-selection-attraction and socialization
ways to maintain and organizational culture
countercultures
when a subculture's values don't match those of the larger organization; can split the organization and create a differentiated culture
reality shock
when info received as an outsider does not match what life is like as an insider
