CHAPTER 7 SOCIALIZATION PROCESSES COM 3401 Based on Miller’s Organizational Communication: Approaches and Processes (2016) Assimilation Assimilation means the ongoing behavioral and cognitive processes by which individuals join, become integrated into, and exit organizations. Assimilation is a Dual Process: Socialization – organizations influence the adaptation of individuals Individualization – an employee tries to change some aspect the organization to better suit their needs, abilities or desires This dual process plays out over time as an individual encounters and becomes part of an organization. of Socialization Adjusting to organizational life takes place gradually Process is marked by turning points, where an individual becomes more, or less, connected to the organization. Doesn’t follow a distinct pattern and can have ups and down Even though there is no consistent pattern, there are STAGES 1. 2. 3. 4. Anticipatory Socialization Encounter Metamorphosis Exit Anticipatory Socialization Anticipatory socialization is socialization that occurs BEFORE entry into the organization. It includes socialization to both: a) an occupation, and b) a specific organization. Anticipatory Socialization A. We learn what “work” is though: chores homework part-time employment through media by college - the notion of “getting a real job” in the “real world” different interpretations of what this means Anticipatory Socialization B. We develop ideas about careers/occupations. What do you want to be when you grow up? Ideas from family/media Often highly idealized and inaccurate TEDx Talk: Stop Searching for your Passion https://www.youtube.com/watch?v=6MBaFL7sCb8 Anticipatory Socialization C. We learn about a particular organization. Research organization, checking out digital footprint of organization Interviewing Discussion with future supervisor or co-worker to clarify job, salary, benefits, what other employees might be like Encounter Occurs at point of entry into an organization A. stressful B. encompasses learning new org, new role, letting go of old C. formal and informal communication process D. orientation/onboarding programs E. formal/informal mentoring F. work to get newcomer invested in company goals and culture Starting a New Job Office Humor – yay! or nay? Relieves stress of uncertainty Used to make sense of organizational life can help communication expectations in indirect ways inculcate newcomers with values of organizational culture communication organizational affiliation Sometimes you’re not in on the joke – can feel disaffiliated Watch appropriateness (!!!) and bad humor. https://www.youtube.com/watch?v=18K-RxFz7Eo Metamorphosis Employee has made transition from outsider to insider Accepted by others Participating member of the organization Long established members deal with ongoing process of new members, Thus, organizations always in “flux” Job transfers within organization also go through stress of adjustment Success often depends on how well worker communicates with boss and coworkers During metamorphosis… Two classes of information need to be learned A. Role related - info, skills, procedures, rules that you must know to perform the job B. Cultural information – formal documentation on cultural norms rarely exists current members can’t easily articulate learned through “memorable messages,” narratives, and “truisims” that stick with employee Metamorphosis Myers & Oetzel (2003) Processes involved in socialization develop familiarity with others acculturate (learn the culture of the org) feeling recognized by others become involved in the organization develop job competency role negotiation Metamorphosis Communicating processes during socialization Recruiting & Interviewing (Career Services @ OU) LinkedIn Newcomer Information-Seeking Strategies Newcomers not passive, they actively seek info that helps them adapt, see chart p. 129 Role Development (Leader-Member Exchange Theory, LMX) “in-group” vs. “out-group” Metamorphosis Leader-Member Exchange Theory, LMX 1. Role taking phase – “sampling phase” supervisor attempts to discover the relevant talents and motivations of employee 2. Role making phase moves from superior “giving” to member “taking on” the role begin to negotiate your responsibilities 3. Role-routinization phase - Role between supervisor and subordinate is established - “In group” – high levels of trust, mutual influence, support, formal/informal rewards - “Out-group” – low levels of trust, support, and rewards, use of formal authority vs. influence Exit Leaving the organization (Quit, Layoff, Job transfer, Retire) Exiting is a process, not an event Influences not only those who leave, but also those left behind Can have profound effect on family Communication is critical Spurs disengagement if on periphery of communication network More explicit once exit is imminent Leave-takers craft different messages for different audiences Exit Retirement Workers often think it’s the “ultimate marker freedom from routine and the financial need to work of Surprise! Workers still worry about money – maybe even more. Adjustment to lack of routine is difficult for many.
