professions, and organizations. Socialization Process Phase 2: Encounter
Topic 2: Management & Organizational Behavior
Topic 6: Self and Personality
Organizational Behavior is the study of human behavior in organizational
includes learning what the organization is really like and reconciling
Self is the core of one’s conscious existence. Self – Concept is a person’s self
settings, of the interface between human behavior and the organization, and the expectations with reality. This happens during onboarding when employees
perception as a physical, social, spiritual being. Cognition is one’s knowledge,
organization itself. It is dedicated to better understanding and managing people. integrate and transition into the company. Socialization Process Phase 3:
opinions, or beliefs about the environment, oneself, or one’s behavior (See
It is based on research and application, they use their own observations,
Change and Acquisition requires mastering important tasks and roles and
Figure 5). The SELF includes: Self-esteem, self-efficacy, and self-monitoring.
readings, and information from other individuals. OB helps explain and predict adjusting to work group’s values and norms. Within the Organizational
Self-esteem is the belief about one’s own self-worth based on an overall selfhow people and groups interpret events, react, and behave in organizations and Socialization Process there are behavioral outcomes: performs role
evaluation. Self-efficacy (See Figure 6) is the belief in one’s ability to
describes the role of organizational systems, structures, and process in shaping assignments; remains with organization; spontaneously innovates and
successfully accomplish a specific task. The relationship between efficacy and
behavior. Top Quality Management is an organizational culture dedicated to (1) cooperates. The affective outcomes include: satisfaction; internal motivation; performance is cyclical and can spiral upward toward success or downward
doing things right the first time; (2) listening and learning from customers and and high job involvement. There are many types of socialization tactics.
toward failure. Self-Monitoring is the extent to which a person observes his or
employees; (3) Making continuous improvements on everyday matters; (4)
Collective/Individual: Collective consists of grouping newcomers and
her own self-expressive behavior and adapts it to the demands of the situation.
Building teamwork, trust and mutual respect. The contingency approach uses exposing them to a common set of experiences. Individual is exposing each
Personality consists of the stable physical and mental characteristics that give
situationally appropriated management techniques instead of a “one best way” individually to a set of unique experiences. Formal/Informal: Formal consists an individual his or her identity. The 5 Personality Dimensions are (1)
approach. Management is the process of working with and through others to
of segregating newcomer from regular organization members. Informal is not Extraversion; (2) Agreeableness; (3) Conscientiousness; (4) Emotional
achieve organizational objectives in an efficient and ethical manner. It has a
distinguishing between newcomer and experienced members.
Stability; and (5) Openness to Experience. A proactive personality is an actionfocus o Pfeffer’s 7 People-Centered Practices include (1) Job Security; (2)
Sequential/Random: Sequential is the fixed progression of steps that
oriented person who shows initiative and perseveres to change things. There is
Careful Hiring; (3) Power to the people; (4) Generous pay for performance; (5) culminate in the new role. Random is an ambiguous or dynamic progression. an internal and an external Locus of Control. The Internal consists of people
Lots of training; (6) Less emphasis on status; (7) Trust building. Human Capital Fixed/Variable: Fixed provides a timetable for the assumption of the role.
who believe they control the events and consequences that affect their lives.
is the productive potential of one’s knowledge and actions that can result in
Variable does not provide any timetable. Serial/Disjunctive: Serial is when a The External consists of people who believe their performance is a product of
leadership practices, workforce optimization, learning capacity, knowledge
newcomer is socialized by an experienced member. Disjunctive does not use circumstances that are beyond their control. Intelligence is the capacity for
accessibility, and talent engagement. Social Capital is the productive potential any role model. Investiture/Divestiture: Investiture is an affirmation of a
constructive thinking, reasoning, and problem solving. Emotional Intelligence
of strong, trusting, and cooperative relationships. Positive Organizational
newcomer’s incoming global and specific role identities and attributes.
is the ability to manage oneself and interact with others in mature and
Behavior is the study and application of positively oriented strengths and
Divestiture is the denial and stripping away of the newcomer’s existing sense of constructive ways (See Figure 7).
capacities that can be developed and managed for improve performance.
self to rebuild in the organization’s image. To better prepare employees
Luthan’s Chose Model includes confidence/self-efficacy, hope, optimism,
managers responsibilities include (1) Avoid a sink-or-swim approach; (2) Send Topic 7: Attitudes and Emotions
subjective well-being, and emotional intelligence. Ethics is the study of moral information straight from a manager (CEO); (3) Prioritize proactive
Attitude is the learned predisposition to respond to a given object. Values apply
issues and choices. Corporate Social Responsibility is the expectation that
socialization through training; and (4) Pay attention to diversity in employees. across all situations, while attitudes apply in specific situations. The 3
corporations go above and beyond following the law and making a profit.
Mentoring is the process of forming and maintaining developmental
Components of Attitudes are: Cognitive, what you think; Affective, feelings or
Human Resource Management is the process of employing people, training
relationships between a mentor and a junior person. Advantages of mentoring emotions; and Behavioral, intent to act. Some sources of attitudes include
them, compensating them, developing policies relating to them, and developing include career advantages like sponsorship, exposure, coaching, protection, and direct experience, vicariously, social settings, and family. Cognitive Dissonance
strategies to retain them.
challenges. As well as psychological advantages like role modeling,
is the psychological discomfort experienced when an individual’s attitudes are
acceptance-and-confirmation, counseling, and friendship. Downfalls of
not consistent with behavior. Emotions are complex human reactions to
Mentoring include (1) Mentors selecting protégés that are like them (2) Gender personal achievements and setbacks that may be felt and displayed. Emotional
Topic 3: Organizational Culture
and minority issues (3) and formal mentoring not being as effective.
Contagion is the occurrence of “catching” another person’s mood. Emotional
Organizational Culture is a set of shared, taken-for-granted implicit
labor occurs when people have to repress their emotional reactions when
assumptions that a group holds and that determines how it perceives, thinks
serving others.
Topic 5: Global Cultures + Developing Cross-Cultural Competencies
about and reacts to its various environments. The layers of organizational
Societal culture is the socially derived, taken-for-granted assumptions about
culture are observable artifacts, espoused values, and basic assumptions.
Espoused Values are the explicitly stated values and norms that are preferred by how to think and act. Employees bring societal culture to work with them in the Topic 8: Perceptions, Attributions, and Diversity
form of customs and language. Organizational culture affects an individual’s Perception is the process by which we organize and interpret our sensory
an organization. Enacted Values are the values and norms that actually are
impressions in order to interpret and understand our environment. Stage (1) of
exhibited or converted into employee behavior. The 4 Functions of Org Culture values, ethics, attitudes, assumptions, and expectations (see Figure 3).
are organizational identity, sense-making device, collective commitment, social Ethnocentrism is the belief that one’s native country, culture, language, and the Social Information Processing Model of Perception includes Selective
behavior are superior. Managers can deal with ethnocentrism through:
Attention/Comprehension. Attention is the process of being consciously
system stability. The outcomes of OC are that (1) organizational culture
aware of something or someone. Salient Stimuli is when an object stands out
significantly associated with employee behavior and attitudes (2) Congruence education, greater cross-cultural awareness, international experience, and a
conscious
effort
to
value
cultural
diversity.
The
Hofstede
Study
evaluates
how
from its context. Stage (2) is Encoding and Simplification. Encoding is the
between an individual’s values and the organizations was significantly
management theories and practices must be adapted to local cultures. Power process of interpreting environmental stimuli by using information contained in
correlated with organization commitment, job satisfaction, intent to quit,
Distance asks how much inequality does someone expect in social situations? cognitive categories and schemata. Stereotypes are an individual’s set of beliefs
performance, and turnover (3) Mergers frequently fail due to incompatible
cultures. Ways to embed organizational culture include (1) formal statements of Individualism/Collectivism asks how loosely or closely is the person socially about the characteristics or attributes of a group. Casual Attributions are when
bonded? Masculinity/Femininity asks if the person embraces competitive,
people attempt to infer causes for observed behaviors. Attribution Theory is
organizational philosophy, mission, vision, values, and materials used for
performance-oriented traits or nurturing, relation-oriented feminine traits?
behavior that can be attributed either to internal factors within a person or
recruiting, selection and socialization (2) the design of physical space, work
Uncertainty avoidance asks how strongly does the person desire highly
external factors within the environment. Fundamental Attribution Bias is one’s
environments, and buildings (3) slogans and language (4) Deliberate role
modeling, training programs, teaching and coaching by managers (5) Explicit structured situations? Cultural Intelligence is the ability to interpret ambiguous tendency to attribute another person’s behavior to his or her personal
rewards, status symbols and promotion criteria (6) Stories, legends, and myths cross-cultural situations correctly and surface as tendencies and patterns rather characteristics, as opposed to situational factors. Self-serving bias is one’s
than absolutes. An Expatriate is anyone living or working in a foreign country tendency to take more personal responsibility for success rather than failure.
about key people and events (7) The organizational activities, processes, or
(See Figure 4). Cross-cultural Training includes any type of structured
Diversity is the host of individual differences that make people different from
outcomes that leaders pay attention to, measure, and control (8) Leader
and similar to each other (See Figure 9). Affirmative Action is the artificial
reactions to critical incidents and organizational crises (9) The workflow and experience designed to help departing employees adjust to a foreign culture.
Culture shock is anxiety and doubt caused by an overload of unfamiliar
intervention focused on achieving equality of opportunity in an organization.
organizational structure (10) Organizational systems and procedures (11)
Some potential problems to diversity include the glass ceiling,
Organizational goals and the associated criteria used for recruitment, selection, expectations and social cues but can be diminished through cross-cultural
training. Host-country sponsors are often assigned to individual managers or underemployment (the result of taking a job that requires less education,
development, promotion, layoffs, and retirement of people.
families, to help with a number of activities and maintain an active dialog with training, or skills than possessed by a worker), and educational mismatch
established mentors back home. Reentry shock often occurs in work, social
(results when employees lack certain skills and competencies for a position).
Topic 4: Socialization and Mentoring
Organizational Socialization is the process by which a person learns the values, activities, or the general environment but can be avoided with a well-integrated Specific Diversity Initiatives include accountability practices, that focus on
treating diverse employees fairly; Development Practices, that focus on
norms, and required behaviors which permit him/her to participate as a member link in a career chain instead of an isolated trip.
preparing diverse employees for greater responsibility and advancement; and
of the organization (See Figure 2). Socialization Process Phase 1:
Recruitment practices, that attempt to attract qualified employees at all levels.
Anticipatory Socialization occurs before an individual actually joins an
organization including the perceptions one has about certain occupations,
Figure 1
Figure 8
Figure 2
Figure 5
Figure 9
Figure 6
Figure 3
Figure 4
Figure 7