*Chapter 13

organizational socialization

the process by which people learn/internalize the values, norms, and behaviors of an organization

stage 1 of socialization: pre-employment

your preparation to start the new job is based on what you think the job/school will be like

stage 2 of socialization: encounter

• upon arrival, you compare your expectations of the organization with the reality that you encounter

  • reality shock

reality shock

the stress you experience when the reality is MUCH worse than your expectations

stage 3 of socialization: role management

• you attempt to build relationships with peers/co-workers

• you attempt to adopt the values of the org

  • you attempt to resolve conflicts between work and personal life

implications for managerial practice

• Acknowledgement of subcultures is important for organizational adaptation to current future economic conditions

• Use multiple methods to present your org culture to new employees

• Ensure espoused values match enacted values

organizational culture

a system of shared values, norms, and assumptions about the organization that influence worker behavior

subculture

• source of critical review of the dominant culture

  • source of emerging values

level 1 of org culture: observable artifacts

physical manifestations of culture

level 2 of org culture: values

espoused and enacted

espoused

explicitly stated values and norms preferred by an organization

enacted

values and norms actually exhibited in an organization

level 3 of org culture: basic assumptions

nonconscious, taken-for-granted perceptions that influence employee behavior

internal organizational culture

inner workings of the organization, employees, etc

external organizational cultures

customers, shareholders

flexibility & discretion vs. stability & control

allowing employees more leeway in how things are done vs. doing things in a more standardized manner

clan culture

internal focus and values flexibility and discretion

adhocracy culture

external focus and values flexibility and discretion

market culture

external focus and values stability and control

hierarchy culture

internal focus and values stability and control

culture is often taught through

• physical structures or symbols

• stories/legends

  • organizational language

physical structures or symbols

the building style, the office layout, any statues, other items

stories/legends

a narrative based on true events, which is repeated to emphasize a particular value

organizational language

how employees talk to each other, how they describe customers, how they express emotions

rituals

programmed routines of daily organizational life

ceremonies

planned activities that celebrate important occasions and accomplishments in an organization’s life

person-organization (P-O) fit

the extent to which your personality and values match the culture in an organization