Organizational Culture, Socialization, & Mentoring

Organizational Culture: Definition and ContextDynamics of Organizational Culture

Developing High-Performance CulturesThe Organizational Socialization Process

Embedding Organizational Culture through Mentoring

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Organizational Culture

Shared values and beliefs that underlie a company’s identityWhat types of organizational culture’s have you worked in?How does the organization’s culture manifest itself?

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Understanding Organizational Culture

Antecedents

• Founder’s values

• Industry & business environment• National culture• Senior leaders’ vision and behavior

Organizational Structure &

Practices

• Reward systems

• Organizational

design

Organizational Culture

• Observable artifacts

• Espoused values

• Basic assumptions

Group & Social Processes

• Socialization

• Mentoring• Decision making

• Group dynamics• Communication

• Influence & empowerment• Leadership

Organizational Outcomes

• Effectiveness

• Innovation & stress

Collective Attitudes &

Behavior

• Work attitudes

• Job satisfaction

• Motivation

Figure 3-1

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Layers of Organizational Culture

Observable artifacts•Examples?

Values – enduring belief in a mode or conduct or end-state•Difference between espoused and enacted?

Basic Assumptions

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Four Functions of Organizational Culture

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Three Types of Cultures

ConstructivePassive-defensiveAggressive-defensive

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Constructive Culture

Constructive Culture employees are encouraged to interact with others and to work on tasks and projects that will assist in satisfying their needs to grow and develop

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

Affiliative

Participative, employeecentered, and supportive

Humanistic-encouraging

Value self-development and creativity

Self-actualizing

Goal and achievement oriented

Achievement

Organizational Characteristics

Normative Beliefs

Table 3-1

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Passive-Defensive Culture

Passive- Defensive Culture overriding belief that employees must interact with others in ways that do not threaten their job security

Negative reward system and Defensive avoid accountability

Avoidance

Nonparticipative, centralized decision making, and employees do what they are told

Dependent

Conservative, bureaucratic, and people follow the rules

Conventional

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

Approval

Organizational Characteristics

Normative Beliefs

Table 3-1

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Aggressive-Defensive Culture

Aggressive-Defensive Culture encourage employees to approach tasks in forceful ways in order to protect their status and job security

Perfectionistic, persistent, and hard working

Perfectionistic

Winning is value and a win-lose approach is used

Competitive

Nonparticipative, take charge of Defensive subordinates, and responsive to superiors

Power

Confrontation and negativism rewarded

Oppositional

Organizational Characteristics

Normative Beliefs

Table 3-1

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Developing and Preserving an Adaptive Culture

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Embedding Culture in Organizations

Formal statements or organizational philosophyDesign of physical spaceSlogans, language, acronyms, sayingsDeliberate role modeling, trainingExplicit rewards, status symbolsStories, legends, myths

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Embedding Culture in Organizations

Leader reactions to critical incidentsWorkflow and organizational structureOrganizational activities, processes, or outcomes leaders attend toOrganizational systems and proceduresOrganizational goals and criteria for managing human resources

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Organizational Socialization

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

Figure 3-4

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Organizational Socialization

Phases Perceptual and Social Processes

2) Encounter values, skills, and attitudes start to shift as new recruit discovers what the organization is truly like

Managing lifestyle-versus-work conflicts

Managing intergroup role conflicts

Seeking role definition and clarity

Becoming familiar with task and group dynamics

Figure 3-4

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Organizational Socialization

Phases Perceptual and Social Processes

3) Change and acquisition recruit masters skills and roles and adjusts to work group’s values and norms

Competing role demands are resolved

Critical tasks are mastered

Group norms and values are internalized

Figure 3-4

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Organizational Socialization

Phases

1) Anticipatory socialization2) Encounter

3) Change and acquisition

Outsider

Behavioral Outcomes

Performs role assignments

Remains with organization

Spontaneously innovates and

cooperates

Socialized Insider Affective Outcomes

Generally satisfied

Internally motivated to work

High job involvement

Figure 3-4

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Socialization Tactics

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Mentoring

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

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Functions of Mentoring

PsychologicalFunctions

CareerFunctions

Sponsorship

Exposure and ViabilityCoaching

Protection

Challenging Assignments

Role Modeling

Acceptance and ConfirmationCounseling

Friendship

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Functions of Mentoring

Career Functions• In what ways can

mentoring assist in one’s career progression?

Psychological Functions• How can

mentoring serve a psychological function?

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• D2

D1 •• P

Receptive

• D2

D1 •• P

Traditional

Entrepreneurial

• P

Opportunistic

Developmental Relationship StrengthWeak Ties Strong Ties

D1 • • D2

D3 • • D4

Low Range

High Range

Develo

pm

en

tal R

ela

tion

sh

ip D

ivers

ity

Key:

D = developer

P = protege

• P

D1 • • D2

D3 • • D4

Figure 3-5

Developmental Networks Associated with Mentoring