Organizational Culture, Climate and Socialization

Embed Size (px)

Text of Organizational Culture, Climate and Socialization

  • 8/2/2019 Organizational Culture, Climate and Socialization

    1/18

    Organizational Culture,Socialization & Mentoring

    Organizational Culture:Definition and Context

    Developing High

    Performance Cultures The Organizational

    Socialization Process

    Embedding OrganizationalCulture Through Mentoring

  • 8/2/2019 Organizational Culture, Climate and Socialization

    2/18

    Organizational Culture

    OrganizationalCulture isThe setof shared, taken-for-

    granted implicitassumptions that agroup holds and thatdetermines how itperceives, thinksabout, and reacts to itsvarious environments.

    3-2

  • 8/2/2019 Organizational Culture, Climate and Socialization

    3/18

    Definitions and Characteristics

    a pattern of basic assumptions invented,discovered or developed by a given group asit learns to cope with its problems of external

    adaptation and internal integration that hasworked well enough to be consideredvaluable and, therefore, to be taught to newmembers as the correct way to perceive,

    think, and feel in relation to those problems Edgar Schein

  • 8/2/2019 Organizational Culture, Climate and Socialization

    4/18

    Recent Perspectives

    More recently Joanne Martin emphasizes thediffering perspectives of culture in organizations. Shenotes:

    As individuals come into contact with organizations, theycome into contact with dress norms, stories people tellabout what goes on, the organizations formal rules and

    procedures, its formal code of behaviour, rituals, tasks,pay systems, jargon, and jokes only understood by

    insiders and so on. These elements are some of themanifestations of organizational culture.

  • 8/2/2019 Organizational Culture, Climate and Socialization

    5/18

    Further

    She, however, adds another perspective ofculture as well:

    When cultural members interpret the meanings

    of these manifestations, their perceptions,memories, beliefs, experiences, and values willvary, so interpretations will differ even of thesame phenomenon. The patterns orconfigurations of these interpretations, and theways they are enacted, constitute culture.

  • 8/2/2019 Organizational Culture, Climate and Socialization

    6/18

    Characteristics

    Observed Behavioural Regularities

    Norms

    Dominant Values Philosophy

    Rules

    Organizational Climate

  • 8/2/2019 Organizational Culture, Climate and Socialization

    7/18

    Understanding Organizational Culture

    Antecedents

    Founders values

    Industry & businessenvironment

    National culture

    Senior leadersvision and behavior

    OrganizationalStructure &

    Practices

    Reward systems

    Organizationaldesign

    OrganizationalCulture

    Observable artifacts

    Espoused values

    Basic assumptions

    Group & SocialProcesses

    Socialization

    Mentoring

    Decisionmaking

    Groupdynamics

    Communication

    Influence &

    empowerment Leadership

    OrganizationalOutcomes

    Effectiveness

    Innovation &stress

    Collective

    Attitudes &Behavior

    Work attitudes

    Job satisfaction

    Motivation

    3-3Figure 3-1

    l .

  • 8/2/2019 Organizational Culture, Climate and Socialization

    8/18

    Four Functions of Organizational Culture

    Organizationalculture

    Sense-makingdevice

    Organizationalidentity

    Social systemstability

    Collectivecommitment

    3-4Figure 3-2

    3 8

  • 8/2/2019 Organizational Culture, Climate and Socialization

    9/18

    Firm succeeds.Business leaders emphasize the importance of

    constituencies and leadership in creating the success.

    Early business leaders create and implement a business visionand strategy that fits the business environment well.

    A strong culture emerges with a core that emphasizes service to customers,stockholders, and employees, as well as the importance of leadership.

    Subsequent top managers work to preserve the

    adaptive core of the culture.

    They demonstrate greater commitment to itsbasic principles than any specific business

    strategy or practice.

    Developing an Adaptive Culture3-8

    Figure 3-3

    .

    3 9

  • 8/2/2019 Organizational Culture, Climate and Socialization

    10/18

    Embedding Culture in Organizations

    1) Formal statements of organizational philosophy,mission, vision, values, and materials used forrecruiting, selection and socialization

    2) The design of physical space, work environments and

    buildings3) Slogans, acronyms, and sayings

    4) Deliberate role modeling, training programs, teachingand coaching by managers and supervisors

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

    6) Stories, legends, or myths about key people andevents

    3-9

    l

    3 10

  • 8/2/2019 Organizational Culture, Climate and Socialization

    11/18

    Embedding Culture in Organizations

    7) The organizational activities, processes, oroutcomes that leaders pay attention to,measure, and control

    8) Leader reactions to critical incidents andorganization crises

    9) The workflow and organizational structure

    10) Organizational systems and procedures

    11) Organizational goals and the associatedcriteria for recruitment, selection,development, promotion, layoffs, andretirement of people

    3-10

    .

  • 8/2/2019 Organizational Culture, Climate and Socialization

    12/18

    Dimensions of Corporate Culture

    Hofstede Classifications

    Motivation: Activities VS Outputs

    Relationship: Job Vs Person Identity: Corporate Vs Professionals

    Communication: Open Vs Closed

    Control: Tight Vs Loose Conduct: Conventional Vs Pragmatic

  • 8/2/2019 Organizational Culture, Climate and Socialization

    13/18

    Dimensions of Corporate Culture...

    Motivation

    Activities Outputs

    To be consistent and precise. Tostrive for accuracy and attentionto details. To refine and perfect.

    Get it right

    To be pioneers. To pursue clear actionsand objectives. To innovate and progress.

    Go for it.

    Relationship

    Job Person

    To put the demands of the jobbefore the needs of theindividual

    To put the needs of the individual beforethe needs of the job

  • 8/2/2019 Organizational Culture, Climate and Socialization

    14/18

    Dimensions of Corporate Culture...

    Identity

    Corporate Professional

    To identify and uphold theexpectation

    To pursue the aims and ideals of eachprofessional practice

    Communication

    Open Closed

    To stimulate and encourage a fulland free exchange of information

    and opinions

    To monitor and control the exchange andaccessibility of information and opinions.

  • 8/2/2019 Organizational Culture, Climate and Socialization

    15/18

    Dimensions of Corporate Culture...

    Control

    Tight Loose

    To comply with clear and definite

    system and practices

    To work flexibly and adaptively

    according to the needs of the

    situation

    Conduct

    Conventional Pragmatic

    To put the expertise and standard ofthe employing organization first. To

    do what we know is right

    To put the demands and expectationsof customers first. To do what they

    ask.

    3-14

  • 8/2/2019 Organizational Culture, Climate and Socialization

    16/18

    Organizational Socialization

    Phases

    1) Anticipatory socialization

    2) Encounter

    3) Change and acquisition

    Outsider

    Behavioral Outcomes

    Performs role assignments

    Remains with organization

    Spontaneously innovates and

    cooperates

    Socialized InsiderAffective Outcomes

    Generally satisfied

    Internally motivated to work

    High job involvement

    3 14Figure 3-4 cont.

    .

    3-18

  • 8/2/2019 Organizational Culture, Climate and Socialization

    17/18

    Mentoring

    Mentoringis the process offorming and maintainingintensive and lastingdevelopmental relationships

    between a variety ofdevelopers and a juniorperson

    3-18

    3-19

  • 8/2/2019 Organizational Culture, Climate and Socialization

    18/18

    Functions of Mentoring

    Career Functions Sponsorship

    Exposure-and-Visibility

    Coaching

    Protection Challenging Assignments

    Psychological Functions Role Modeling

    Acceptance-and-Confirmation

    Counseling

    Friendship

    3 19