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© 2007 The McGraw-Hill Companies, Inc. All rights reser

3
Chapter
Organizational Culture,
Socialization, & Mentoring

Organizational Culture: Definition and Context

Dynamics of Organizational Culture
Developing High-Performance Cultures
The Organizational Socialization Process
Embedding Organizational Culture through Mentoring
 Ch. 3 Learning Objectives
1. Define organizational culture and discuss its three
layers.
2. Discuss the difference between espoused and
enacted values.
3. Describe the manifestations and functions of an
organization’s culture.
4. Discuss the three general types of organizational
culture and their associated normative beliefs.
5. Explain the three perspectives proposed to explain
the type of cultures that enhance an
organization’s financial performance.
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 Ch. 3 Learning Objectives
6. Discuss the process of developing an adaptive
culture.
7. Summarize the methods used by
organizations to embed their cultures.
8. Describe the three phases in Feldman’s model
of organizational socialization.
9. Discuss the various socialization tactics used
to socialize employees.
10.Explain the four developmental networks
associated with mentoring.
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 Organizational Culture
Shared values and beliefs that
underlie a company’s identity
What types of organizational
culture’s have you worked in?
How does the organization’s
culture manifest itself?
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 Understanding Organizational
Figure 3-1

Culture
Antecedents Organizational Organizational Group & Social
Culture Structure & Processes
• Founder’s values Practices • Socialization
• Observable
• Industry & • Reward • Mentoring
artifacts
business systems
environment • Decision
• Organizational making
• National culture • Espoused values
• Senior leaders’ design • Group
vision and dynamics
behavior
• Communication
• Basic Collective • Influence &
assumptions
Attitudes & empowerment
Organizational
Behavior • Leadership
Outcomes
• Work attitudes
• Effectiveness
• Job satisfaction
• Innovation &
stress • Motivation 3-6
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 Layers of Organizational
Culture
Observable artifacts
•Examples?
Values – enduring belief in a
mode or conduct or end-state
•Difference between espoused
and enacted?
Basic Assumptions 3-7
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 Test Your Knowledge
Which of the following is most
resistant to change?
a.Observable artifacts
b.Espoused values
c.Enacted values
d.Basic assumptions
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Four Functions of Organizational
Culture

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For Discussion: Your Opinion
Is there one best type of
organizational culture?
• A=Yes, B=No
Why or why not?

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For Discussion: Your Opinion
Do organization’s have
predominantly one culture?
• A=Yes, B=No

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 Three Types of Cultures
Constructive
Passive-defensive
Aggressive-defensive

Which type of culture do you

think Enron had?
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 Table 3-1

Constructive Culture
Constructive Culture employees are encouraged to interact
with others and to work on tasks and projects that will assist in
satisfying their needs to grow and develop
Normative Organizational
Beliefs Characteristics

Achievement Goal and achievement

oriented
Self-actualizing Value self-development
and creativity

Humanistic- Participative, employee

encouraging centered, and supportive

Affiliative High priority on constructive interpersonal

relationships, and focus on work group
satisfaction 3-13
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 Table 3-1

Passive Defensive Culture

Passive Defensive Culture overriding belief that
employees must interact with others in ways that do not
threaten their job security
Normative Organizational
Beliefs Characteristics

Approval Avoid conflict, strive to be

liked by others, and
approval oriented
Conventional Conservative,
bureaucratic, and people
follow the rules
Dependent Nonparticipative, centralized decision
making, and employees do what they are
told
Avoidance Negative reward system and Defensive
avoid accountability
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 Table 3-1

Aggressive-Defensive Culture

Aggressive-Defensive Culture encourage employees to

approach tasks in forceful ways in order to protect their
status and job security
Normative Organizational
Beliefs Characteristics

Oppositional Confrontation and

negativism rewarded
Power Nonparticipative, take
charge of Defensive
subordinates, and
responsive
Winning to superiors
is values and a
Competitive
win-lose approach is used

Perfectionistic Perfectionistic, persistent, and hard

working 3-15
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 Test Your Knowledge
An organization that endorses the
normative belief that employees
must interact in ways that do not
threaten their own job security has
a _______________ culture.
a. Constructive
b. Passive-defensive
c. Aggressive-defensive
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© 2007 The McGraw-Hill Companies, Inc. All rights reser
 Test Your Knowledge
Research has shown that
organizational culture is not
consistently related to:
a. Intentions to stay
b. Financial performance
c. Job satisfaction
d. None of the above
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Developing and Preserving an
Adaptive Culture

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 Embedding Culture in
Organizations
Formal statements or
organizational philosophy
Design of physical space
Slogans, language, acronyms,
sayings
Deliberate role modeling, training
Explicit rewards, status symbols
Stories, legends, myths 3-19
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 Embedding Culture in
Organizations
Leader reactions to critical
incidents
Workflow and organizational
structure
Organizational activities,
processes, or outcomes leaders
attend to
Organizational systems and 3-20
procedures © 2007 The McGraw-Hill Companies, Inc. All rights reser
 Test Your Knowledge
Hanging white boards surrounded
by comfortable chairs interspersed
throughout the office space is an
example of embedding culture
through
a. Formal statement
b. Explicit rewards
c. Design of physical space
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d. Stories and legends

© 2007 The McGraw-Hill Companies, Inc. All rights reser
 Figure 3-4

Organizational Socialization
Phases Perceptual and
Social Processes

1) Anticipatory  Anticipating realities

socialization about the organization
learning that and the new job
occurs prior to  Anticipating
joining the organization’s needs for
organization one’s skills and abilities
 Anticipating
organization’s sensitivity
to one’s needs and values

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 Figure 3-4

Organizational Socialization

Phases Perceptual and

Social Processes

2) Encounter values,  Managing lifestyle-

skills, and versus-work conflicts
attitudes start to  Managing intergroup role
shift as new recruit conflicts
discovers what the  Seeking role definition
organization is and clarity
truly like
 Becoming familiar with
task and group dynamics

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 Figure 3-4

Organizational Socialization

Phases Perceptual and

Social Processes

3) Change and  Competing role demands

acquisition recruit are resolved
masters skills and  Critical tasks are
roles and adjusts mastered
to work group’s  Group norms and values
values and norms are internalized

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 Figure 3-4

Organizational Socialization

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

Socialized
Behavioral Outcomes Insider Affective Outcomes
 Performs role assignments  Generally satisfied
 Remains with organization  Internally motivated to wor
 Spontaneously innovates  High job involvement
and
cooperates 3-25
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Socialization Tactics

3-26
© 2007 The McGraw-Hill Companies, Inc. All rights reser
 Test Your Knowledge
Which of the following is false?
a. Using a sink-or-swim approach
effectively identifies the employees
who fit with the culture
b. Socialization approaches should be
tailored to the organization, the job,
and the person
c. Managers should pay special attention
to socialization of diverse employees
d. All of the above 3-27
© 2007 The McGraw-Hill Companies, Inc. All rights reser
Mentoring
Mentoring is
the process of
forming and
maintaining
developmental
relationships
between a mentor
and a junior
person
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 Functions of Mentoring
Career Functions
• In what ways can
mentoring assist in
one’s career
progression?
Psychological
Functions
• How can mentoring
serve a psychological
function?

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 Developmental Networks
Figure 3-5

Associated with Mentoring

Developmental Relationship Strength
Weak Ties Strong Ties
Developmental Relationship Diversity

Low • D2 • D2
Range
Key:
D1 • D1 • D = developer
•P •P
P = protege
Receptive Traditional

D1 • • D2 D1 • • D2
High
Range • •
P P
D3 • • D4 D3 • • D4
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Opportunistic Entrepreneurial
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3
Supplemental Slides
Chapter
 Video: Pike Place Fish Market
What does it mean at Pike Place Fish to be
world famous? Why does it take some new
employees months to understand this
concept?
What role does organizational culture play in
Pike Place Fish’s quest to be world famous?
Why are other firms such as Coffee Bean &
Tea Leaf adopting the “fish” philosophy?
How does Pike Place Fish create the context
for workers to reach their maximum potential?
What role does socialization and mentoring
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play in creating and nurturing this
© 2007 The McGraw-Hill Companies, Inc. All rights reser
 Effect of Culture & Personal
Characteristics on Outcomes

Taken from Miron, E. Erez, M., & Naveh, E. Do personal characteristics and cultural values that promote innovation, quality, and efficiency
compete or complement each other? Journal of Organizational Behavior, 25, 175-199 (2004).
3-33
© 2007 The McGraw-Hill Companies, Inc. All rights reser
Effect of Culture & Personal
Characteristics on Outcomes

Taken from Miron, E. Erez, M., & Naveh, E. Do personal characteristics and cultural values that promote innovation, quality, and efficiency
compete or complement each other? Journal of Organizational Behavior, 25, 175-199 (2004).

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© 2007 The McGraw-Hill Companies, Inc. All rights reser
 Merging Corporate Cultures
1) Define a realistic
culture
2) Provide savvy
leadership
3) Communicate
consistently and
carefully
4) Address the “me”
issues
5) Share space 3-35
© 2007 The McGraw-Hill Companies, Inc. All rights reser
 Organizational Culture and Ethical
Behavior

Type of Employee Rewards Leadership

Culture Expectations

Old Economy Security Salary Top-down

New Economy Personal Stock options Inspirational

growth

The Enron Personal A stake in the Know-it-all

Twist wealth business arrogant

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 Functions of Mentoring
Sponsorship
Exposure and
Career
Viability
Functions Coaching
Protection
Challenging Assignments

Role Modeling
Psychological Acceptance and
Functions Confirmation
Counseling
Friendship 3-37
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Implications For Mentoring Minorities
• Mentors must fully appreciate
the roles they play:
• Coach
• Advocate
• Counselor
• Understand the importance of
these roles at each stage of a
protégé’s career
• Mentor must also be aware of
challenges race can present to
protégé’s career

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