Organizational Culture, Socialization, Mentoring

organizational culture

The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments

three levels of organizational culture

1. observable artifacts

2. espoused values

3. basic assumptions

artifacts

The physical manifestation of an organization's culture

- dress code

- awards

- myths/stories about organization

- pictures on the walls

espoused values

Explicitly stated qualities and norms preferred by an organization

ex: eyewear companies' espoused values include 1) treat customers the way you want to be treated, 2) serve the community, 3) going green is good

enacted values

The qualities and norms that are exhibited or converted into employee behavior

ex: employees are more likely to behave ethically when management sets good example by keeping promises

basic underlying assumptions

Organizational values so taken for granted over time that they become assumptions guiding organizational behavior

- employees' deep-seated beliefs about company

four functions of organizational culture

1. organizational identity

2. collective commitment

3. social system stability

4. sense-making device

competing values framework (cvf)

Provides a practical way for managers to understand, measure, and change organizational culture

clan culture

One that values internal focus and flexibility rather than stability and control

- family-type, achieves effectiveness by encouraging collaboration, trust, and support among employees

adhocracy culture

One that has an external focus and values flexibility

- strategy is to create new products and services which they accomplish by being adaptable, creative, and fast to respond to changes in the marketplace

market culture

One that has a strong external focus and values stability and control

- customer profits take precedence over employee development and satisfaction

hierarchy culture

One that has an internal focus, which produces a more formalized and structured work environment, and values stability and control over flexibility

- effectiveness is measured in efficiency, timeliness, quality, safety, and reliability

vision

A long-term goal that describes what an organization wants to become

strategic plan

Outlines the organization's long-term goals and the actions necessary to achieve them

organizational socialization

The process by which individuals acquire the knowledge, skills, attitudes, and behaviors required to assume a work role

three phases of organizational socialization

1. anticipatory socialization

2. encounter

3. change and acquisition

anticipatory socialization

Information gathered and expectations formed before an individual actually joins an organization

- people acquire info about different careers, occupations, professions, and organizations

realistic job preview (RJP)

Give recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the job

encounter phase

Socialization phase when employees come to learn what the organization is really like

onboarding programs

Help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies procedures, culture, and politics and clarifying work-role expectations and responsibilities

change and acquisition phase

Socialization phase which requires employees to master important tasks and roles and adjust to their work group's values and norms