Organizational
Culture,
Socialization,
and Mentoring
Chapter Two
McGraw-Hill/Irwin
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
After reading the materials in this chapter, you
should be able to:
LO2.1 Discuss the layers and functions of organizational
culture.
LO2.2 Describe the general types of organizational culture
and their associated characteristics.
LO2.3 Summarize the process by which organizations
change their cultures.
LO2.4 Describe the three phases in Feldman’s model of
organizational socialization.
LO2.5 Discuss the various tactics used to socialize
employees.
LO2.6 Explain the four types of developmental networks
derived from a developmental network model of
mentoring.
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
2-3
Organizational Culture
Characteristics
Passed on to new employees through the
process of socialization
Influences our behavior at work
Operates at different
levels
2-4
A Conceptual Framework for Understanding
Organizational Culture
2-5
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
2-6
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
2-7
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
2-8
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.
2-9
Layers of Organizational Culture
Enacted values
 represent the values and norms that actually are
exhibited or converted into employee behavior
 Based on
observable behavior
2-10
Example: Williams-Sonoma’s
Espoused Values
2-11
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
2-12
Four Functions of Organizational
Culture
2-13
Competing Values Framework
2-14
Question?
Fredhandbag Photography is a familyowned 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
2-15
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.
2-16
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.
2-17
Correlates of Organizational Culture
2-18
The Process of Culture Change
Organizational
members teach
each other about the
organization’s
preferred values,
beliefs,
expectations, and
behaviors
2-19
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
2-20
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
2-21
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
2-22
A Model of Organizational
Socialization
2-23
Phase 1: Anticipatory Socialization
Occurs before an individual joins an
organization
Involves the information people learn about
different careers, occupations, professions,
and organizations
2-24
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
2-25
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
2-26
Phase 3: Change and Acquisition
Requires employees
to master important
tasks and roles and to
adjust to their work
group’s values and
norms
2-27
Socialization Tactics
Table 2-1
2-28
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
2-29
Embedding Organizational Culture
through Mentoring
Mentoring
 the process of forming and maintaining
developmental relationships between a mentor
and a junior person
2-30
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
2-31
Developmental Networks Associated
with Mentoring
2-32
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
2-33
Mentoring
Developmental relationship strength reflects
the quality of relationships among the
individual and those involved in his
developmental
network
2-34
Personal and Organizational
Implications
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
2-35
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
2-36
Personal and Organizational
Implications
It is important to become proficient at using
social networking tools such as Twitter,
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.
2-37
Building an
Effective Mentoring Network
2-38
Video Case: Johnson & Johnson
Credo
What makes Johnson & Johnson’s credo stand
out from those espoused by other companies?
How does the credo guide the actions of the
employees at Johnson & Johnson?
Why would the basic premises of the credo be
able to remain so constant after nearly 70 years?
What are the basic values expressed by the
credo? Why are they important to Johnson &
Johnson’s success?
2-39
Video Case: New Belgium Brewery
What is different about New Belgium Brewery’s
culture?
Employees at New Belgium Brewery appear to be
highly engaged in their jobs. Why is this?
How does the culture at New Belgium Brewery
contribute to their level of financial success?
Is open books management a management
system all organizations should
consider? Why or why not?
2-40