Organizational Culture, Socialization & Mentoring

Organizational Culture: Definition and Context Developing High Performance Cultures The Organizational Socialization Process Embedding Organizational Culture Through Mentoring

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Organizational Culture
Organizational Culture is The set

of shared, taken-forgranted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.

Definitions and Characteristics

a pattern of basic assumptions invented, discovered or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valuable and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems Edgar Schein

Recent Perspectives
More recently Joanne Martin emphasizes the differing perspectives of culture in organizations. She notes:
As individuals come into contact with organizations, they come into contact with dress norms, stories people tell about what goes on, the organizations formal rules and procedures, its formal code of behaviour, rituals, tasks, pay systems, jargon, and jokes only understood by insiders and so on. These elements are some of the manifestations of organizational culture.

Further
She, however, adds another perspective of culture as well:
When cultural members interpret the meanings of these manifestations, their perceptions, memories, beliefs, experiences, and values will vary, so interpretations will differ even of the same phenomenon. The patterns or configurations of these interpretations, and the ways they are enacted, constitute culture.

Characteristics
Observed Behavioural Regularities Norms Dominant Values Philosophy Rules Organizational Climate

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Understanding Organizational Culture

Antecedents Founders values Industry & business environment National culture Senior leaders vision and behavior Organizational Culture Observable artifacts Espoused values Basic assumptions Collective Attitudes & Behavior Work attitudes Job satisfaction Motivation

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Organizational Structure & Practices

Reward systems Organizational design

Group & Social Processes Socialization

Mentoring Decision making

Group dynamics Communication Influence & empowerment Leadership

Organizational Outcomes Effectiveness Innovation & stress

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Four Functions of Organizational Culture

Organizational identity

Figure 3-2

Sense-making device

Organizational culture

Collective commitment

Social system stability

Developing an Adaptive Culture

Early business leaders create and implement a business vision and strategy that fits the business environment well.

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Figure 3-3

Firm succeeds.

Business leaders emphasize the importance of constituencies and leadership in creating the success.

A strong culture emerges with a core that emphasizes service to customers, stockholders, and employees, as well as the importance of leadership.

Subsequent top managers work to preserve the adaptive core of the culture.
They demonstrate greater commitment to its basic principles than any specific business strategy or practice.

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Embedding Culture in Organizations

1) Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection and socialization The design of physical space, work environments and buildings Slogans, acronyms, and sayings Deliberate role modeling, training programs, teaching and coaching by managers and supervisors Explicit rewards, status symbols (e.g. titles), and promotion criteria Stories, legends, or myths about key people and events

2)
3) 4) 5) 6)

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Embedding Culture in Organizations

7) The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control 8) Leader reactions to critical incidents and organization crises 9) The workflow and organizational structure 10) Organizational systems and procedures 11) Organizational goals and the associated criteria for recruitment, selection, development, promotion, layoffs, and retirement of people

Dimensions of Corporate Culture

Hofstede Classifications Motivation: Activities VS Outputs Relationship: Job Vs Person Identity: Corporate Vs Professionals Communication: Open Vs Closed Control: Tight Vs Loose Conduct: Conventional Vs Pragmatic

Dimensions of Corporate Culture...

Motivation Activities To be consistent and precise. To strive for accuracy and attention to details. To refine and perfect. Get it right Relationship Job To put the demands of the job before the needs of the individual Person To put the needs of the individual before the needs of the job Outputs To be pioneers. To pursue clear actions and objectives. To innovate and progress. Go for it.

Dimensions of Corporate Culture...

Identity Corporate To identify and uphold the expectation Professional To pursue the aims and ideals of each professional practice

Communication Open To stimulate and encourage a full and free exchange of information and opinions Closed To monitor and control the exchange and accessibility of information and opinions.

Dimensions of Corporate Culture...

Control Tight To comply with clear and definite system and practices Loose To work flexibly and adaptively according to the needs of the situation

Conduct

Conventional To put the expertise and standard of the employing organization first. To do what we know is right

Pragmatic To put the demands and expectations of customers first. To do what they ask.

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Figure 3-4 cont.

Organizational Socialization
Outsider Phases 1) Anticipatory socialization 2) Encounter 3) Change and acquisition

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

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Mentoring
Mentoring is the process of
forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person

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Functions of Mentoring
Career Functions
Sponsorship Exposure-and-Visibility Coaching Protection Challenging Assignments

Psychological Functions
Role Modeling Acceptance-andConfirmation Counseling Friendship