Organizational Culture,
Socialization, and Mentoring
Learning Objectives
 Discuss the layers and functions of organizational





culture.
Describe the three general types of organizational
culture and their associated normative beliefs.
Summarize the methods used by organizations to
embed their cultures.
Describe the three phases in Feldman’s model of
organizational socialization.
Discuss the various socialization tactics used to
socialize employees.
Explain the four types of developmental networks
derived from a developmental network model of
mentoring
Chapter Two
Organizational Culture
2-1
 Organizational culture
shared values and beliefs that
underlie a company’s identity.
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A Conceptual Framework for Understanding
Organizational Culture
2-2 Figure 2-1
Organizational
Antecedents
Culture
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Organizational
structure and
practices
Group and
social
processes
Collective
Organizational
attitudes and
outcomes
behavior
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Layers of Organizational Culture
2-3
Observable
Artifacts
Espoused
Values
Basic
Underlying
Assumptions
Source: Adapted from E H Schein, Organizational Culture and
Leadership, 2nd ed (San Francisco: Jossey-Bass, 1992), p 17.
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Four Functions of Organizational Culture
2-4 Figure 2-2
Organizational
identity
Sense-making
device
Organizational
culture
Collective
commitment
Social system
stability
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Types of Organizational Culture
2-5 Table 2-1
General Types
of Culture
Normative
Beliefs
Organizational
Characteristics
Constructive
Achievement
Goal and achievement
oriented
Constructive
Selfactualizing
Value self-development and
creativity
Constructive
Humanisticencouraging
Participative, employeecentered, and supportive
Constructive
Affiliative
High priority on constructive
interpersonal relationships,
and focus on work group
satisfaction
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Types of Organizational Culture (Cont.)
2-6 Table 2-1
General Types
of Culture
Normative
Beliefs
Organizational
Characteristics
Passivedefensive
Approval
Avoid conflict, strive to be
liked by others and approval
oriented
Passivedefensive
Conventional
Conservative, bureaucratic
and people follow the rules
Passivedefensive
Dependent
Nonparticipative, centralized
decision-making, and
employees do what they’re
told
Passivedefensive
Avoidance
Negative reward system and
avoid accountability
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Types of Organizational Culture (Cont.)
2-7 Table 2-1
General Types
of Culture
Normative
Beliefs
Organizational
Characteristics
Aggressivedefensive
Oppositional
Confrontation and
negativism awarded
Aggressivedefensive
Power
Nonparticipative, take
charge of subordinates and
responsive to superiors
Aggressivedefensive
Competitive
Winning is valued and a winlose approach is used
Aggressivedefensive
Perfectionistic Perfectionistic, persistent
and hard-working
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Embedding Organizational Culture
2-8
1. Formal statements of organizational philosophy,
2.
3.
4.
5.
6.
mission, vision, values, and materials used for
recruiting, selection
and socialization
The design of physical space, work
environments, and buildings
Slogans, language, 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, and myths about key people and
events
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Embedding Organizational Culture (Cont.)
2-9
7.
8.
9.
10.
11.
The organizational activities, processes, or outcomes
that leaders pay attention to, measure, and control
Leader reactions to critical incidents and organizational
crises
The workflow and organizational structure
Organizational systems and procedures
Organizational goals and the associated criteria used
for recruitment, selection, development, promotion,
layoffs, and retirement of people
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A Model of Organizational Socialization
2-10 Figure 2-3
Phases
1. Anticipatory Socialization
Learning that occurs prior
to joining the
organization
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Perceptual and
Social Processes
• Anticipating realities
about the organization
and the new job
• Anticipating organization’s
needs for one’s skills
and abilities
• Anticipating organization’s
sensitivity to one’s needs
and values
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A Model of Organizational Socialization (Cont.)
2-11 Figure 2-3
Phases
2. Encounter
Values, skills and
attitudes start to shift
as new recruit
discovers what the
organization is truly
like
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Perception and
Social Processes
• Managing lifestyleversus-work conflicts
• Managing intergroup
role conflicts
• Seeking role definition
and clarity
• Becoming familiar
with task and group
dynamics
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A Model of Organizational Socialization (Cont.)
2-12 Figure 2-3
Phases
3. Change and acquisition
Recruit masters skills and
roles and adjusts to work
group’s values and norms
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Perception and
Social Processes
• Competing role demands
are resolved
• Critical tasks are
mastered
• Group norms and values
are internalized
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A Model of Organizational Socialization (Cont.)
Phases
Outsider
2-13 Figure 2-3
1. Anticipatory socialization
2. Encounter
3. Change and acquisition
Behavioral Outcomes
• Performs role
assignments
• Remains with
organization
• Spontaneously innovates
and cooperates
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Socialized
Insider
Affective Outcomes
• Generally satisfied
• Internally motivated to
work
• High job involvement
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Socialization Tactics
2-14 Table 2-2
Tactic
Description
Collective vs. Individual
Collective: consists of grouping
newcomers and exposing them to a
common set of experiences; Individual:
exposing each individually to a set of
unique experiences
Formal vs. Informal
Formal: Segregating newcomer from
regular organization members; Informal:
not distinguishing between newcomer
and experienced members
Sequential vs. Random
Sequential: fixed progression of steps
that culminate in the new role; Random:
ambiguous or dynamic progression
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Socialization Tactics (Cont.)
2-15 Table 2-2
Tactic
Description
Fixed vs. Variable
Fixed: provides a timetable for the
assumption of the role; Variable: does
not provide timetable
Serial vs. Disjunctive
Serial: newcomer is socialized by an
experienced member; Disjunctive: does
not use a role model
Investiture vs.
Divestiture
Investiture: affirmation of newcomer’s
incoming global and specific role
identities and attributes; Divestiture:
denial and stripping away of the
newcomer’s existing sense of self to
rebuild in the organization’s image
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Mentoring and Functions of Mentoring
2-16

Mentoring is the process of forming and
maintaining developmental relationships between a
mentor and a junior person
Functions of Mentoring
•
•
Career Functions
- Sponsorship
- Exposure-and-visibility
- Coaching
- Protection
- Challenging assignments
Psychosocial Functions
- Role modeling
- Acceptance-and-confirmation
- Counseling
- Friendship
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Developmental Networks Associated
with Mentoring
2-17 Figure 2-4
Developmental relationship diversity
Developmental relationship strength
Strong ties
Weak ties
•D2
Low
range
•D2
D1•
D1•
•P
•P
Receptive
D1•
High
range
D3•
Traditional
•D2
•
P
•D2
•
•D4
Opportunistic
Key: D, developer; P, protégé.
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D1•
D3•
P
•D4
Entrepreneurial
Source: M Higgins and K Kram, “Reconceptualizing Mentoring at
Work: A Developmental Network Perspective,” Academy of
Management Review, April 2001, p. 270
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Skills & Best Practices: Building an
Effective Mentoring Network
2-18
1. Become the perfect protégé
2. Engage in 360-degree networking
3. Commit to assessing, building, and adjusting the
mentor network
4. Develop diverse, synergistic connections
5. Realize that change is inevitable and that all good
things come to an end
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