Discuss the layers and functions of organizational culture.

Describe the three general types of organizational culture and their associated normative beliefs.

Summarize the methods used by organizations to embed their cultures.

Describe the three phases in Feldman’s model of organizational socialization.

Discuss the various socialization tactics used to socialize employees.

Explain the four types of developmental networks derived from a developmental network model of mentoring

Organizational Culture,Socialization, and Mentoring

Learning Objectives

Chapter Two

Organizational culture shared values and beliefs that underlie a company’s identity.

2-1

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Organizational Culture

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2-2 Figure 2-1

A Conceptual Framework for Understanding Organizational Culture

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AntecedentsOrganizational

Culture

Organizationalstructure and

practices

Group and social

processes

Collective attitudes and

behavior

Organizationaloutcomes

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2-3

Layers of Organizational Culture

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Source: Adapted from E H Schein, Organizational Culture and Leadership, 2nd ed (San Francisco: Jossey-Bass, 1992), p 17.

Observable

Artifacts

Espoused

Values

Basic Underlying

Assumptions

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2-4 Figure 2-2

Four Functions of Organizational Culture

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Organizationalculture

Sense-makingdevice

Organizationalidentity

Social systemstability

Collectivecommitment

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2-5 Table 2-1

Types of Organizational Culture

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High priority on constructive interpersonal relationships, and focus on work group satisfaction

AffiliativeConstructive

Participative, employee-centered, and supportive

Humanistic-encouraging

Constructive

Value self-development and creativity

Self-actualizing

Constructive

Goal and achievement oriented

AchievementConstructive

Organizational Characteristics

Normative Beliefs

General Types of Culture

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2-6 Table 2-1

Types of Organizational Culture (Cont.)

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Negative reward system and avoid accountability

AvoidancePassive-defensive

Nonparticipative, centralized decision-making, and employees do what they’re told

DependentPassive-defensive

Conservative, bureaucratic and people follow the rules

ConventionalPassive-defensive

Avoid conflict, strive to be liked by others and approval oriented

ApprovalPassive-defensive

Organizational Characteristics

Normative Beliefs

General Types of Culture

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2-7 Table 2-1

Types of Organizational Culture (Cont.)

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Perfectionistic, persistent and hard-working

PerfectionisticAggressive-defensive

Winning is valued and a win-lose approach is used

CompetitiveAggressive-defensive

Nonparticipative, take charge of subordinates and responsive to superiors

PowerAggressive-defensive

Confrontation and negativism awarded

OppositionalAggressive-defensive

Organizational Characteristics

Normative Beliefs

General Types of Culture

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1. Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection and socialization

2. The design of physical space, work environments, and buildings

3. Slogans, language, acronyms, and sayings4. Deliberate role modeling, training programs,

teaching and coaching by managers and supervisors

5. Explicit rewards, status symbols (e.g., titles),and promotion criteria

6. Stories, legends, and myths about key people and events

2-8

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Embedding Organizational Culture

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7. The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control

8. Leader reactions to critical incidents and organizational crises

9. The workflow and organizational structure10. Organizational systems and procedures11. Organizational goals and the associated criteria

used for recruitment, selection, development, promotion, layoffs, and retirement of people

2-9

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Embedding Organizational Culture (Cont.)

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2-10 Figure 2-3

A Model of Organizational Socialization

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Phases Perceptual and Social Processes

1. Anticipatory Socialization

Learning that occurs prior to joining the organization

• Anticipating realities about the organization and the new job• Anticipating organization’s needs for one’s skills and abilities• Anticipating organization’s sensitivity to one’s needs and values

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2-11 Figure 2-3

A Model of Organizational Socialization (Cont.)

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Phases Perception and Social Processes

2. Encounter

Values, skills and attitudes start to shift as new recruit discovers what theorganization is trulylike

• Managing lifestyle- versus-work conflicts• Managing intergroup role conflicts • Seeking role definition and clarity• Becoming familiar with task and group dynamics

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2-12 Figure 2-3

A Model of Organizational Socialization (Cont.)

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Phases Perception and Social Processes

3. Change and acquisition

Recruit masters skills and roles and adjusts to workgroup’s values and norms

• Competing role demands are resolved• Critical tasks are mastered • Group norms and values are internalized

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2-13 Figure 2-3

A Model of Organizational Socialization (Cont.)

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PhasesPhases

1. Anticipatory socialization

2. Encounter

3. Change and acquisition

OutsiderOutsider

SocializedSocializedInsiderInsider

Behavioral OutcomesBehavioral Outcomes

• Performs role assignments

• Remains with organization

• Spontaneously innovates and cooperates

Affective OutcomesAffective Outcomes

• Generally satisfied

• Internally motivated to work

• High job involvement

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2-14 Table 2-2

Socialization Tactics

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Sequential: fixed progression of steps that culminate in the new role; Random: ambiguous or dynamic progression

Sequential vs. Random

Formal: Segregating newcomer from regular organization members; Informal: not distinguishing between newcomer and experienced members

Formal vs. Informal

Collective: consists of grouping newcomers and exposing them to a common set of experiences; Individual: exposing each individually to a set of unique experiences

Collective vs. Individual

DescriptionTactic

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2-15 Table 2-2

Socialization Tactics (Cont.)

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Investiture: affirmation of newcomer’s incoming global and specific role identities and attributes; Divestiture: denial and stripping away of the newcomer’s existing sense of self to rebuild in the organization’s image

Investiture vs. Divestiture

Serial: newcomer is socialized by an experienced member; Disjunctive: does not use a role model

Serial vs. Disjunctive

Fixed: provides a timetable for the assumption of the role; Variable: does not provide timetable

Fixed vs. Variable

DescriptionTactic

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Mentoring is the process of forming and maintaining developmental relationships between a mentor and a junior person

2-16

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Mentoring and Functions of Mentoring

Functions of Mentoring• Career Functions

- Sponsorship- Exposure-and-visibility- Coaching- Protection- Challenging assignments

• Psychosocial Functions- Role modeling- Acceptance-and-confirmation- Counseling- Friendship

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2-17 Figure 2-4

Developmental Networks Associated with Mentoring

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Source: M Higgins and K Kram, “Reconceptualizing Mentoring at Work: A Developmental Network Perspective,” Academy of Management Review, April 2001, p. 270D

ev

elo

pm

en

tal r

ela

tio

nsh

ip d

iver

sity

Low range

High range

Weak ties Strong tiesDevelopmental relationship strength

•D2

D1••P

•D2

D1••P

Receptive Traditional

D1•

D3•

•D2

•D4

Opportunistic

•P

D1•

D3•

•D2

•D4

Entrepreneurial

•P

Key: D, developer; P, protégé.

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1. Become the perfect protégé

2. Engage in 360-degree networking

3. Commit to assessing, building, and adjusting the mentor network

4. Develop diverse, synergistic connections

5. Realize that change is inevitable and that all good things come to an end

2-18

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Skills & Best Practices: Building an Effective Mentoring Network

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