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CHAPTER 8

CHAPTER 8. SOCIAL INFLUENCE, SOCIALIZATION, AND CULTURE. LEARNING OBJECTIVES. Understand the difference between information dependence and effect dependence. Differentiate compliance, identification and internalization as motives for social conformity.

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CHAPTER 8

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  1. CHAPTER 8 SOCIAL INFLUENCE, SOCIALIZATION, AND CULTURE COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  2. LEARNING OBJECTIVES • Understand the difference between information dependence and effect dependence. • Differentiate compliance, identification and internalization as motives for social conformity. • Describe the factors that influence conformity to social norms. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  3. Describe the stages of organizational socialization and some methods of socialization. • Define organizational culture and discuss the contributors to a culture. • Discuss the assets and liabilities of strong organizational culture. • Review how we can diagnose an organizational culture. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  4. SOCIAL INFLUENCE IN ORGANIZATIONS INFORMATION DEPENDENCE • Reliance on others for information about how to think, feel and act. EFFECT DEPENDENCE • Reliance on others due to their capacity to provide rewards and punishments. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  5. MOTIVES FOR SOCIAL CONFORMITY COMPLIANCE • Conformity to social norm prompted by the desire to acquire rewards or avoid punishment. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  6. IDENTIFICATION • Conformity to a social norm prompted by perceptions that those who promote the norm are attractive or similar to oneself. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  7. INTERNALIZATION • Conformity to a social norm prompted by true acceptance of the beliefs, values and attitudes that underlie the norm. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  8. FACTORS INFLUENCING CONFORMITY TO NORMS • Publicity • Size of the Opposition • Dissension • The Issue at Hand • Status COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  9. STATUS, IDIOSYNCRASY CREDITS, AND CONFORMITY COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  10. SOCIALIZATION The process by which people learn the norms and roles that are necessary to function in a group or organization. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  11. STAGES OF SOCIALIZATION • Anticipatory Socialization • Accommodation • Role Management COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  12. STAGES OF ORGANIZATIONAL SOCIALIZATION COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  13. METHODS OF SOCIALIZATION • Reliance on External Agents – Recruiting from schools and associations where people are educated and trained. • Realistic Job Previews – The provision of a balanced, realistic picture of the positive and negative aspects of a job to job applicants. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  14. Socialization Tactics – The manner in which organizations structure the early work experiences of newcomers. • Formal or Informal • Investiture or Divestiture COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  15. TRADITIONAL AND REALISTIC JOB PREVIEWS COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  16. THE ROLE OF THE MENTORS An older or more senior person in the organization who gives a junior special attention, such as advice and creating opportunities to assist them during the early stages of their career. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  17. CAREER FUNCTIONS OF MENTORING • Sponsorship • Exposure and Visibility • Coaching and Feedback • Developmental Assignments COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  18. PSYCHOLOGICAL FUNCTIONS OF MENTORING • Role Modeling • Acceptance and Confirmation • Counseling COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  19. PROACTIVE SOCIALIZATION The process through which newcomers play an active role in their own socialization through the use of a number of proactive socialization tactics. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  20. ORGANIZATIONAL CULTURE The shared beliefs, values and assumptions that exist in an organization. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  21. CHARACTERISTICS OF ORGANIZATIONAL CULTURE • Represents a true “way of life” for organizational members. • Tends to be fairly stable over time. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  22. Involves matters internal or external to the organization. • Impacts on both organizational performance and member satisfaction. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  23. ASSETS OF STRONG CULTURES • Coordination • Conflict Resolution • Financial Success COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  24. LIABILITIES OF STRONG CULTURES • Resistance to Change • Culture Clash • Pathology COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  25. STEPS OF SOCIALIZATION PROCESS 1. Selecting Employees 2. Debasement and Hazing 3. Training “in the Trenches” COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

  26. 4. Reward and Promotion 5. Exposure to Core Culture 6. Organizational Folklore 7. Role Models COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 8

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