Organizational
Culture,
Socialization,
and Mentoring
Chapter 3
McGraw-Hill/Irwin
Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.
© 2008The McGraw-Hill Companies, Inc. All rights reserved.
Ch. 3 Learning Objectives
1. Define organizational culture and discuss its three
layers.
2. Discuss the difference between espoused and
enacted values.
3. Describe the four functions of organizational culture.
4. Discuss the four types of organizational culture
associated with the competing values framework.
5. Summarize the seven conclusions derived from
research about the outcomes associated with
organizational culture.
3-2
Ch. 3 Learning Objectives
6. Review the three caveats about culture change.
7. Summarize the methods used by organizations to
change organizational culture.
8. Describe the three phases in Feldman’s model of
organizational socialization.
9. Discuss the various socialization tactics used to
socialize employees.
10. Explain the four developmental networks associated
with mentoring.
3-3
Organizational Culture
Shared values and beliefs that
underlie a company’s identity
What types of organizational
cultures have you worked in?
How does the organization’s
culture manifest itself?
3-4
Understanding Organizational Culture
Antecedents
Organizational
Culture
• Founder’s values
• Industry & business
environment
• National culture
• Senior leaders’
vision and behavior
• Observable artifacts
• Espoused values
Organizational
Structure &
Practices
• Reward systems
• Organizational
design
• Socialization
• Mentoring
• Decision
making
• Group
dynamics
• Communication
• Basic assumptions
Organizational
Outcomes
Group & Social
Processes
Collective
Attitudes &
Behavior
• Effectiveness
• Work attitudes
• Innovation &
stress
• Job satisfaction
• Influence &
empowerment
• Leadership
• Motivation
3-5
Layers of Organizational Culture
Observable artifacts
•Examples?
Values – enduring belief in a mode
or conduct or end-state
•What is the difference between
espoused and enacted values?
3-6
Layers of Organizational Culture
Values (con’t)
•Sustainability – ability to make a profit
without sacrificing the resources of its
people, the community and the planet
•Safeco, Microsoft, and Unilever
Basic Assumptions
•Certain actions would be inconceivable
in this culture
3-7
Test Your Knowledge
Which of the following is most
resistant to change?
a. Observable artifacts
b. Espoused values
c. Enacted values
d.Basic assumptions
3-8
Four Functions of Organizational Culture
3-9
Your Opinion
Do organization’s have
predominantly one culture?
•A=Yes, B=No
3-10
Competing Values Framework
3-11
Competing Values Framework
Clan Culture: internal focus, values
flexibility
• Valero Energy; Southwest Airlines; Nucor
• “employee focused”
Adhocracy Culture: external focus,
values flexibility
• GE, W.L. Gore, & Intel
• Adaptable to changes in marketplace
3-12
Competing Values Framework
Market Culture: external focus, values
stability and control
• Home Depot - Rewards results,
productivity, customer satisfaction
Hierarchy Culture: internal focus,
values stability and control
• Exelon; Dell
• Efficiency, timeliness, and reliability are
measured
3-13
Your Opinion
Is there one best type of
organizational culture?
• A=Yes, B=No
Why or why not?
3-14
Outcomes Associated with Culture
3-15
Process of Culture Change
Ensure alignment of vision, strategic
plans, and culture
• Vision: long-term goal describing
“what” an organization wants to
become
• Strategic plan: A long-term plan
outlining actions needed to achieve
desired results
3-16
Embedding Culture in Organizations
Formal statements of organizational
philosophy
• Mission, vision, values
Design of physical space
• Open floor plan ~ Intel
Slogans & sayings
• Progress is our most important product. ~
General Electric
3-17
Embedding Culture in Organizations
Deliberate role modeling, training
Explicit rewards, status symbols
• Measuring “How” not just “What”
Language
• Jargon that defines our culture, creates
shared understanding
Stories, legends, myths
• The Nike Story: Just Tell It (Fast Company, 2000)
3-18
Embedding Culture in Organizations
Organizational activities, processes, or
outcomes leaders attend to
Leader reactions to critical incidents
Workflow and organizational structure
Organizational systems and procedures
Organizational goals and criteria for
managing human resources
3-19
Organizational Socialization
Phases
1) Anticipatory
socialization
learning that
occurs prior to
joining the
organization
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
3-20
Organizational Socialization
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 lifestyleversus-work conflicts

Managing intergroup role
conflicts

Seeking role definition
and clarity

Becoming familiar with
task and group dynamics
3-21
Organizational Socialization
Phases
3) Change and
acquisition
recruit masters
skills and roles
and adjusts to
work group’s
values and
norms
Perceptual and
Social Processes

Competing role
demands are resolved

Critical tasks are
mastered

Group norms and
values are internalized
3-22
Organizational Socialization
Outsider
Phases
1) Anticipatory socialization
2) Encounter
3) Change and acquisition
Behavioral Outcomes
Socialized Insider
Affective Outcomes
 Performs role assignments
 Generally satisfied
 Remains with organization
 Internally motivated to work
 Spontaneously innovates and
cooperates
 High job involvement
3-23
Socialization Tactics
3-24
Mentoring
Mentoring is the
process of forming
and maintaining
developmental
relationships between
a mentor and a
junior person
3-25
Functions of Mentoring
Career Functions
• In what ways can
mentoring assist in
one’s career
progression?
Psychological
Functions
• How can mentoring
serve a psychological
function?
3-26
Developmental Networks
Associated with Mentoring
Developmental Relationship Strength
Developmental Relationship Diversity
Weak Ties
Strong Ties
• D2
Low
Range
• D2
Key:
D1 •
•P
D1 •
Receptive
D1 •
High
Range
D1 •
•
P
Opportunistic
D = developer
P = protege
Traditional
• D2
D3 •
•P
• D2
•
P
• D4
D3 •
• D4
Entrepreneurial
3-27