Organizational Culture, Socialization, and Mentoring. Organizational culture is “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.”

1. Organizational Culture,
Socialization, and Mentoring
Chapter 2

2. Organizational Culture
• Organizational culture
• 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

3. Organizational Culture Characteristics
• Passed on to new employees through the process of socialization
• Influences our behavior at work
• Operates at different
levels

4. A Conceptual Framework for Understanding
Organizational Culture

5. Layers of Organizational Culture
• Observable artifacts
• Consist of the physical manifestation of an organization’s culture
• Acronyms, manner of dress, awards, myths and stories, published lists of
values, observable rituals and ceremonies, special parking spaces, and
decorations

6. Question?
Every month, Bombay Bazaar awards an "Employee of the Month"
award to one employee and as a reward offers a $100 check and an
assigned parking space with the employees' name for the month. This
is an example of which of these?
A.Basic underlying assumption
B.Externally enacted values
C.Observable artifacts
D.Socialization

7. Layers of Organizational Culture
• Values
• Concepts or beliefs that pertain to desirable end states, transcend situations,
guide selection of behavior and are ordered by relative importance
• Espoused values
• Represent the explicitly stated values and norms that are preferred by an
organization

8. Question?
The top management of Rock-Top Sports Equipment has clearly stated
the values and norms that are preferred by Rock-Top. These are
referred to as __________.
A.Espoused values.
B.Under-the-surface artifacts.
C.Enacted values.
D.Basic assumptions.

9. Layers of Organizational Culture
• Enacted values
• Represent the values and norms that actually are exhibited or converted into
employee behavior
• Based on observable behavior

10. Example: Williams-Sonoma’s
Espoused Values

11. Layers of Organizational Culture
• Basic assumptions
• Constitute organizational values that have become so taken for granted over
time that they become assumptions that guide organizational behavior

12. Four Functions of Organizational Culture

13. Competing Values Framework

14. Question?
Fredhandbag Photography is a family-owned business. All of the
employees are encouraged to speak up with any ideas to improve the
business. What type of culture does this resemble?
A.Clan
B.Adhocracy
C.Hierarchy
D.Market

15. Outcomes Associated with
Organizational Culture
1. Clearly related to measures of organizational effectiveness.
2. Employees are more satisfied and committed to organizations
with clan cultures.
3. Innovation and quality can be increased by building
characteristics associated with clan, adhocracy, and market
cultures into the organization.

16. Outcomes Associated with
Organizational Culture (cont.)
4. An organization’s financial performance is not very strongly related
to organizational culture.
5. Companies with market cultures tend to have more positive
organizational outcomes.

17. Correlates of Organizational Culture

18. The Process of Culture Change
• Organizational members teach
each other about the
organization’s preferred values,
beliefs, expectations, and
behaviors

19. The Process of Culture Change
1. Formal statements of organizational philosophy, mission, vision, values,
and materials used for recruiting, selection and socialization
2. The design of physical space, work environments, and buildings
3. Slogans, language, acronyms, and sayings
4. Deliberate role modeling, training programs, teaching and coaching by
managers and supervisors
5. Explicit rewards, status symbols (e.g., titles),
and promotion criteria

20. The Process of Culture Change
6. Stories, legends, and myths about key people and events
7. The organizational activities, processes, or outcomes that leaders
pay attention to, measure, and control
8. Leader reactions to critical incidents and organizational crises
9. The workflow and organizational structure
10. Organizational systems and procedures
11. Organizational goals and the associated criteria used for recruitment,
selection, development, promotion, layoffs, and retirement of people

21. Organizational Socialization
• Organizational Socialization
• Process by which a person learns the values, norms, and required behaviors
which permit him to participate as a member of the organization

22. A Model of Organizational Socialization

23. Phase 1: Anticipatory Socialization
• Occurs before an individual joins an organization
• Involves the information people learn about different careers,
occupations, professions, and organizations

24. Phase 2: Encounter
• Employees learn what the organization is really like and reconcile
unmet expectations
• Onboarding programs
• help employees to integrate, assimilate, and transition to new jobs by making
them familiar with corporate policies, procedures, and culture and by
clarifying work role expectations and responsibilities

25. Question?
Amy recently started a new job. Everyone she interviewed with seemed very
personable and easy-going. She was quite surprised when during her first week on
the job she witnessed a loud and argumentative confrontation in the hallway
between two of her coworkers. People seem so different than the way she
expected them to be. Amy is in which stage of the socialization process?
A.Change and acquisition
B.Anticipatory socialization
C.Adaptive
D.Encounter

26. Phase 3: Change and Acquisition
• Requires employees to master
important tasks and roles and to
adjust to their work group’s
values and norms

27. Socialization Tactics

28. Question?
Army recruits must attend boot camp before they can work alongside
established soldiers. This is an example of _________ socialization.
A.Collective
B.Individual
C.Formal
D.Disjunctive

29. Embedding Organizational Culture
through Mentoring
• Mentoring
• The process of forming and maintaining developmental relationships
between a mentor and a junior person

30. Developmental Networks Underlying Mentoring
• Diversity of developmental relationships
• Reflects the variety of people in a network used for developmental assistance
• Two sub-components
• Number of different people the person is networked with
• Various social systems from which the networked relationships stem

31. Developmental Networks Associated
with Mentoring

32. Question?
Troy received a job offer straight out of college and moved to Omaha, Nebraska a
year ago. He has been introduced to numerous people in his workplace, his
community, and his church. Although it's nice to see a familiar face, he doesn't see
them too often and feels like he doesn't know them very well. Which type of
developmental network best describes Troy's situation?
A.Counseling
B.Receptive
C.Traditional
D.Opportunistic

33. Mentoring
• Developmental relationship strength reflects the quality of
relationships among the individual and those involved in his
developmental
network

34. Personal and Organizational
Implications
• It is important to foster a broad developmental network because
the number and quality of your contacts will influence your
career success.
• Job and career satisfaction are likely to be influenced by the
consistency between an individual’s career goals and the type of
developmental network at his disposal

35. Personal and Organizational
Implications
• A developer’s willingness to provide career and psycho-social
assistance is a function of the protégé’s ability, potential, and the
quality of the interpersonal relationship

36. Personal and Organizational
Implications
• It is important to become proficient at using social networking tools
such as Twitter, http://www.LinkedIn.com, and Facebook.
• These tools not only enable you to increase the breadth of your social
network, but they also can increase your productivity.