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Organizational Culture, Socialization, and Mentoring
Transcript of Organizational Culture, Socialization, and Mentoring
The process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization.
"The VALUES and BEHAVIORS that contribute to the unique SOCIAL and PSYCHOLOGICAL ENVIRONMENT of an organization" (businessdictionary.com)
Organizational Culture, Socialization, and Mentoring
The physical manifestation of an organization's culture.
Types of Organizational Culture
manner of dress
myths & stories
published list of values
observable rituals & ceremonies
special parking spaces
Values: Espoused & Enacted
: The explicitly stated values and norms that are preferred by an organization.
: Values employees adopt based on their observations of daily occurrences.
Four Functions of Organizational Culture
In this phase learning occurs before joining the organization.
Perceptual and social processes:
Learning about the organization through means of Media, magazines, and internet.
The type of skills that organization requires.
If the organization can meet one's needs and wants.
Employees come to learn what the organization is really like.
Managing lifestyle-versus-work conflicts.
Managing intergroup role conflicts.
Seeking role definition and clarity.
Becoming familiar with task and group dynamics.
: A program to help employees to intergrate and transition into the new job by making them familiar with corporate policies, procedures, and culture and by clarifying work role expectations and responsibilities.
Change and Acquisition
Requires employees to master important tasks and roles and to adjust to their work group's values and norms.
Competing role demands are resolved.
Critical tasks are mastered.
Group norms and values are internalized.
The process of forming and maintaining intensive and lasting developmental relationship between a variety of developers and a junior person.
1. Contributes to creating a sense of oneness by promoting the acceptance of the organization's core values.
2. The socialization aspect of mentoring also promotes a sense of membership.
1. Give members an organizational identity
2. Facilitate collective commitment
3. Promote social system stability
4. Shape behavior by helping members
make sense of their surroundings
Competing Values Framework (CVF)
Most widely used of the three frameworks:
1. Organizational Culture Inventory
Competing Values Framework
3. Organizational Culture Profile
Functions of Mentoring
exposure and visibility
acceptance and confirmation
Diversity of Developmental Relationships
Reflects the variety of people within the network an individual uses for developmental assistance.
Developmental Relationship Strength
Reflects the quality of relationships among the individual and those involved in his or her developmental network.
1. the number of different people the person is networked with.
2. the various social systems from which the networked relationships stem.
Outcomes Associated with Organizational Culture
Four Types of Developmental Networks:
Organizational culture is clearly related to measures of organizational effectiveness.
Employees are more satisfied and committed to organizations with clan cultures.
Innovation and quality can be increased by building characteristics associated with clan, adhocracy, and market cultures into the organization
An organization's financial performance is not very strongly related to organizational culture
Companies with market cultures tend to have more positive organizational outcomes.
The Process of Culture Change
"Organizational members teach each other about the organization's preferred values, beliefs, expectations, and behaviors."
(Kinicki & Fugate, 2012: 42)
1. Formal statements of organizational philosophy, mission, vision,
values, and materials used for recruiting, selection, and socialization.
2. The design of physical space, work environments, and buildings.
3. Slogans, language, acronyms, and sayings.
4. Deliberate role modeling, training programs, teaching, and
coaching by managers and supervisors.
5. Explicit rewards, status symbols, and promotion criteria.
6. Stories, legends, and myths about key people and events.
7. The organizational activities, processes, or outcomes that leaders
pay attention to, measure, and control.
8. Leader reactions to critical incidents and organizational crises.
9. The workflow and organizational structure.
10. Organizational systems and procedures.
11. Organizational goals and the associated criteria used for
recruitment, selection, development, promotion, layoffs, and retirement of people.
(Managers need to walk the talk)
Applications of Socialization
1. Employees that have been intergrated into their roles show much higher performance in the after the first 6 months.
2. Effective onboarding programs result in increased retention, productivity and rates of task completion.
3. The US Military Academy uses socialization tactics to reinforce a culture that promotes ethical behavior.
4. Research demonstrated that diverse employees, particularly those with disabilities, experienced different socialization activities than other new comers. Which result in lower performance
Personal and Organizational Implications
1. Job and career satisfaction are likely to be influenced by the consistency between your career goals and the type of developmental network at your disposal.
2. A developer's willingness to provide career and psychosocial assistance is a function of the Mentor's ability, potential, and the quality of the interpersonal relationship.
3. It is important to become proficient at using social networking tools. (Facebook/Twitter)
4. Developing a mentoring plan.