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C H A P T E R

C H A P T E R. 2. Organizational Culture. DEFINE the terms organizational culture , socialization , and career EXPLAIN it is too simplistic to assume that managers can state that they are creating a firm’s culture

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C H A P T E R

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  1. CHAPTER 2 Organizational Culture • DEFINE the terms organizational culture, socialization, and career • EXPLAIN it is too simplistic to assume that managers can state that they are creating a firm’s culture • DESCRIBE the relationship between a society’s culture and organizational culture • IDENTIFY specific practices and programs used by organizations to facilitate socialization

  2. Organizational Culture Shared Expectations Assumptions Organizational Culture Shared Values Adaptations Learning (See Exhibit 2.1) Perceptions Shared Attitudes

  3. Influencing Cultural Change Intervention Points • Changing employee behavior • Justifying the need for behavioral change • Communicating to motivate new behaviors • Socializing new employees • Removing employees consistently deviating from the culture

  4. Socialization and Culture Socialization is the process by which organizations bring new employees into the culture. • Involves a transmittal of values, assumptions, and attitudes • Emphasizes the “fit” between the new employee and the culture • Ongoing throughout an individual’s career

  5. Anticipatory Socialization Accommodation Role Management Socialization and Career Stages

  6. Socialization Stages Anticipatory Socializationinvolves all those activities the individual undertakes prior to entering the organization or to taking a different job in the same organization. • Primary purpose is to acquire two kinds of information: • What working for the organization is really like, and • Whether they are suited to the jobs in the organization • Fit between employee and the organization best if these exist: • Realism • Congruence

  7. Socialization Stages Accommodationinvolves all those activities through which an individual attempts to become an active participant in the organization and competent performer on the job. • Four major activities comprise this stage: • Establishing new interpersonal relationships with both coworkers and supervisors • Learning the task required to perform the job • Clarifying their role in the organization and in the formal and informal relevant to that role • Evaluating the progress they are making toward satisfying the demands of the job and the role.

  8. Socialization Stages RoleManagement • Conflict and stress arise between: • The individual’s work and home lives • The individual’s work group and other work groups in other organizations

  9. Effective Socialization Effective Anticipatory Socialization • Organization’s Primary Activities: • Recruitment Programs • Selection Practices • Placement Practices

  10. Effective Socialization Effective Accommodative Socialization Accommodation Activities Orientation Training Performance evaluation Challenging work Demanding bosses

  11. Effective Socialization: Orientation • “Survival of the Fittest” Approach • New employee must enter into an ongoing and unfamiliar social system • He/she must cope and survive alone in ignorance • Orientation left to chance • Formal Orientation Program Approach • Formalize some or all of the transitional activities • Assign specific individuals to support new employees • Develop realistic job expectations, positive attitudes toward the employer, and job satisfaction

  12. Career Functions Sponsorship Exposure and visibility Coaching Production Challenging Assignments Mentors and Socialization General Functions of Mentors Psychosocial Functions • Role Modeling • Acceptance and Confirmation • Counseling • Friendship

  13. Hofstede’s Cultural Value Dimensions • Power Distance is the level of acceptance by a society of unequal power distributions in organizations. Orientation toward authority Low High Denmark Malaysia

  14. Hofstede’s Cultural Value Dimensions Uncertainty Avoidance is the extent to which people in a society feel threatened by ambiguous situations. Desire for stability Low High Japan Great Britain

  15. Hofstede’s Cultural Value Dimensions Individualism is the tendency of people to fend for themselves and their family. Collectivism Individualism Pakistan United States

  16. Hofstede’s Cultural Value Dimensions Masculinity refers to the degree of traditional “masculine” values--assertiveness and materialism for others. High Low Relational Assertive Switzerland Austria

  17. Dimensions of Diversity:Understanding and Valuing Difference • Core or Primary Dimensions • Age, ethnicity, gender, physical attributes, race, sexual/affectional orientation • Have a lifelong impact on behavior and attitudes • Secondary Dimensions • Educational background, marital status, religious beliefs, and work experience • Differences acquired, discarded, or modified throughout life

  18. Managing Cultural Diversity Changing Domestic Demographics Rising Global Competition INCREASING • Potential Advantages • Better able to compete • Penetrate new markets • Succeed in foreign markets • Potential Limitations • Miscommunications • Misunderstanding • Authority relationships CULTURAL DIVERSITY

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