2-1a
•Foundation of Organizational Culture
•Layers of Organizational Culture
•Four Functions of Organizational Culture
•Types of Organizational Culture
•Outcomes Associated with Organizational Culture
•How Cultures are Embedded in Organizations
•Embedding Organizational Culture Through
Socialization Processes and Mentoring.
•A Three-Phase Model of Organizational Socialization
•Practical Application of Socialization Research
•Attitudes
•Using Mentoring to Your Advantage

2-1b
Chapter Two Outline (continued)
Fostering Ethical Organizational
Behavior
•
A model of Ethical Behavior
•
Do Moral Principles Vary by Gender?
•
How to Improve the Organization’s Ethical
Climate
McGraw-Hill/Irwin ©2002, The McGraw-Hill Companies, Inc. All Rights Reserved

2-2
Organizational Culture Is
“The 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.”
- Edgar Schein

2-3
Figure 2-1
The Layers of Organizational Culture
Observable
Artifacts
Espoused
Values
Basic
Underlying
Assumptions
Source: Adapted from E H Schein, Organizational Culture and
Leadership, 2 nd ed (San Francisco: Jossey-Bass, 1992), p 17.

2-4
Figure 2-2
Four Functions of Organizational Culture
Organizational identity
Sense-making device
Organizational culture
Collective commitment
Social system stability

2-5
Table 2-1a
Types of Organizational Culture
Type of
Culture
Constructive
Constructive
Constructive
Constructive
Normative
Belief Characteristics
Achievement Goal and achievement oriented
Self-actualizing Value self-development and creativity
HumanisticParticipative, employee encouraging centered, and supportive
Affiliative High priority on constructive interpersonal relationships, and focus on work group satisfaction

2-6
Table 2-1b
Type of
Culture
Passive-
Defensive
Types of Organizational Culture (cont)
Normative
Belief Characteristics
Approval Avoid conflict, strive to be liked by others, and approval oriented
Passive-
Defensive
Passive-
Defensive
Conventional
Dependent
Conservative, bureaucratic, and people follow the rules
Nonparticipative, centralized decision making, and employees do what they are told
Passive-
Defensive
Avoidance Negative reward system and avoid accountability

2-7
Table 2-1c
Types of Organizational Culture (cont)
Type of
Culture
Aggressive-
Defensive
Aggressive-
Defensive
Aggressive-
Defensive
Aggressive-
Defensive
Normative
Belief Characteristics
Oppositional Confrontation and negativism rewarded
Power Nonparticipative, take charge of subordinates and responsive to superiors
Competitive Winning is values and a winlose approach is used.
Perfectionistic Perfectionistic, persistent, and hard-working

2-7a
•
•
•
•
•
•
Embedding Organizational Culture
Formal statements of organizational philosophy, 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

2-7b
•
•
•
Embedding Organizational Culture
(cont)
•
•
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

2-8
Figure 2-3a
A Model of Organizational Socialization
Phases
Perceptual and Social
Processes
1. Anticipatory socialization
Learning that occurs prior to joining the organization
• Anticipating realities about the organization and the new job
• Anticipating organization’s need for one’s skills and abilities
• Anticipating organization’s sensitivity to one’s needs and values

2-8b
Figure 2-3b
A Model of Organizational Socialization
(cont.)
Phases
2. Encounter
Values, skills and attitudes start to shift as new recruit discovers what the organization is truly like
Perceptual and Social
Processes
• Managing lifestyle- versus-work conflicts
• Managing intergroup role conflicts
• Seeking role definition and clarity
• Becoming familiar with task and group dynamics

2-8c
Figure 2-3c
A Model of Organizational Socialization
(cont.)
Phases
Perceptual and Social
Processes
3. Change and acquisition
Recruit masters skills and roles and adjusts to work group’s values and norms
• Competing role demands are resolved
• Critical tasks are mastered
• Group norms and values are internalized

2-8d
Figure 2-3d A Model of Organizational Socialization (continued)
Outsider
Phases
1. Anticipatory socialization
2. Encounter
3. Change and acquisition
Behavioral Outcomes
• Performs role assignments
• Remains with organization
• Spontaneously innovates and cooperates
Socialized
Insider
Affective Outcomes
• Generally satisfied
• Internally motivated to work
• High job involvement

2-9
Hands on
Exercise
Have you Been Adequately Socialized?
• Have you been adequately socialized?
• Does your employer adequately socialize employees?
• How do high levels of socialization impact a new employee’s job satisfaction? Explain.
• What is a new employee’s role in the socialization process?

2-10
Mentoring
The process of forming and maintaining intensive and lasting developmental relationships between a variety of developers (i.e., people who provide career and psychosocial support) and a junior person (the protégé, if male; or protégée if female).
•
•
Functions of Mentoring
Career Functions
- Sponsorship
- Exposure and visibility
- Coaching
- Protection
- Challenging assignments
Psychosocial Functions
- Role modeling
- Acceptance and confirmation
- Counseling
- Friendship

2-11
Figure 2-4 Developmental Networks Associated with
Mentoring
Developmental relationship strength
Weak ties
Strong ties
•D2 •D2
Low range
D1•
Receptive
•P
D1•
Traditional
•P
High range
D1• •D2
P
•
D3•
Opportunistic
•D4
Key: D, developer; P, protégé.
D1• •D2
P
•
D3•
Entrepreneurial
•D4
Source: M Higgins and K Kram, “Reconceptualizing Mentoring at
Work: A Developmental Network Perspective,” Academy of
Management Review, April 2001, p. 270

2-12
Figure 2-5 A Model of Ethical Behavior in the
Workplace
Cultural Influences
- Family
- Education
-Religion
- Media/entertainment
Organizational Influences
- Ethical codes
- Organizational culture
- Role models
- Perceived pressure for results
- Rewards/punishment system
Individual
- Personality
- Values
- Moral principles
- History of reinforcement
- Gender
Political/legal/ economic influences
Ethical behavior




Hiring right people, firing undesirables, modeling behavior, etc. not sufficient.
Example: Women in SUNAT and police women in Peru
Reduce opportunities for unethical behavior (through design of control systems and processes)