organizational behaviour

Organizational Culture, Socialization and Mentoring: Establishing a Success/ Failure Rationale Organizational culture refers to a system of shared meaning held by members that distinguish the organization from other organizations. This system of shared meaning is, on closer examination, a set of key characteristic that the organization values. The researches suggest that there are seven primary characteristic that, in aggregate, capture the essence of an organization’s culture. The Degree to which: ,[object Object]

Employees are expected to give attention to detail.

Management focus on result or outcomes rather than on the techniques and processes used to achieve those outcomes.

Management decision takes into consideration the effect of outcomes on people within the organization.

Work activities are organized around teams rather than individuals.

People are aggressive and competitive rather than easygoing.

Organizational activities emphasis maintaining the stability in contrast to growth.Organization culture is concerned with how employees perceive the characteristic of an organization’s culture, not with whether or not they like them. That is, it’s a descriptive term. This is important because it differentiates this concept from that of job satisfaction. In contrast a job satisfaction seeks to measure affective response to work environment. it’s concerned with how employees feel about the organization’s expectations,rewadrds practices and other things. The organizational culture is descriptive term while job satisfaction is evaluative. Organizational culture has common properties do not mean, however, that there cannot be subcultures within any given culture. Most large organizations have dominant culture and numerous sets of subcultures. When we talk about organization culture it means dominant culture which means expressed core values that are shared by a majority of the organization’s members. Mini cultures within an organization are typically defined by department designation and geographical separation. The purchasing department for example has its own culture that is shared by members of that department. Similarly any unit of organization that is physically separated from the organizations main operations may have different culture. The primary or dominant values that are accepted throughout the organization are termed as strong culture i.e.; a culture in which the core values are intensely held and widely shared. The more members who accept the core values and the greater their commitment to those values is mean culture is strong. One result of strong culture is that employees’ turnover is very low. A strong culture increases behavioral consistency and can act as a substitute for formalization. Because of the strong culture the organizations are less concerned with developing formal rules and regulations to guide employees’ behavior. National culture has a greater impact on employees than does their organization’s culture. Culture performs many functions within the organization. It distinguishes one organization from other organization. It gives a sense of identity. Because of culture the employees work for common interest rather than for the interest of individual. It increases the stability of social system. Organizations hire diverse people because of alternative work strength these people bring to work place. Sometime these diverse behavior and strength are diminishing in strong culture where people wants to fit or adjust.Thats why strong can be liability when it eliminates the unique strength that that people of different background brings to the organization. Its also be liability when it not support the people of different culture. Culture can acts as a liability when share values are not in agreement with one another that increase organization effectiveness. Mostly happens when organizations culture is dynamic. Some time organizations culture is effective in past but it becomes barrier when business is no longer effective. It is also barrier to acquisition and merger because of strong culture of two different organizations it’s become difficult for them to work as one. A number of acquisitions failed due to this reason. An organization culture form because of it founder .founder of an organization have a major impact on organization early culture. They have vision of what organization should be. Culture creation happens in three ways first, founder hires the employees who think and feel the same way they do things. Secondly they socialize these employees to their way of thinking and feeling and finally founder own behavior act as role model for employees. Once culture of an organization is in place, there are practices within the organization that will help in maintaining it. For example the selection process,perfomance evaluation criteria ,training and development activities, and promotion procedure ensure that those people hired which are fit for organization and give reward to those whose support culture and penalize even expel those who challenge it. These things play important role in sustaining organizational culture. The main purpose of selection process is to identify the individuals who have knowledge, skills and abilities to perform the job within the organization successfully. The actions of top management are also very important and have great impact on organization culture. Socialization takes place whenever an employee crosses an organizational boundary. Socialization is an important for employees and organizations for number of reasons. First, neglecting to socialize new recruits has been shown to have negative impacts, with newcomers shows high level of unexpected actions and, in turn, this result as poor attitudes and negative behaviors, including higher levels of turnover. Recruitment and selection are significant costs to organizations. Socialization is important for achieving the desired behavior positive .Second; newcomers are hired to contribute to individual, team and organizational performance criteria. Socialization enable newcomers to get up to speed and to contribute .This is essential so that newcomers know what their performance criteria are, and feel that they are making a valued contribution, as well as ensuring that their colleagues have the same perception. third reason is newcomers need to learn how to function in their organization which requires learning the organization’s values, norms, resource networks and politics Fourth, socialization is important due to its rapid influence and lasting effects. It has four content areas, namely: (1) Training (2) Understanding (3) Coworker support and (4) Future prospects. Training asks employees to assess the extent to which their organizations provide job skills. Understanding asks how well they comprehend the organization’s operations, etc. Coworker support asks employees to assess the extent to which other workers provide assistance to them. A future prospect asks them to appraise the rewards and opportunities in their organization. Socialization is a process that adapts employees to the organization’s culture. No matter how good a job the organization does in recruiting and selection, new employees are not fully known the organization’s culture. Because they are unfamiliar with the organization‘s culture, new employees are potentially likely to disturb the beliefs and customs that are in place. Socialization can be conceptualized as a process made up of three stages ,[object Object]

organizational behaviour

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