ORGANIZATIONAL BEHAVIOUR

Organizational Culture,
Socialization, and
Mentoring
 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
 Four Functions of Organizational Culture

Organizational
identity

Sense-making Organizational Collective

device culture commitment

Social system
stability
 Types of Organizational Culture
Type of Normative
Culture Belief Characteristics
Constructive Achievement Goal and achievement oriented

Constructive Self-actualizing Value self-development

and creativity
Constructive Humanistic- Participative, employee
encouraging centered, and supportive
Constructive Affiliative High priority on constructive
interpersonal
relationships,
and focus on work group
satisfaction
 Types of Organizational Culture (cont)
Type of Normative
Culture Belief Characteristics
Passive- Approval Avoid conflict, strive to be
liked
Defensive by others, and approval
Passive-
oriented Conventional Conservative, bureaucratic, and
Defensive people follow the rules
Passive- Dependent Nonparticipative, centralized
Defensive decision making, and
employees
do what they are told
Passive- Avoidance Negative reward system
and
Defensive avoid accountability
 Types of Organizational Culture (cont)

Type of Normative
Culture Belief Characteristics
Aggressive- Oppositional Confrontation and negativism
Defensive rewarded
Aggressive- Power Nonparticipative, take charge of
Defensive subordinates and responsive to
superiors
Aggressive- Competitive Winning is valued and a win-
Defensive lose approach is used.

Aggressive- Perfectionistic Perfectionistic, persistent, and

Defensive hard-working
 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
 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
 A Model of Organizational Socialization
Perceptual and Social
Phases Processes
• Anticipating realities
1. Anticipatory
about the organization
socialization
and the new job
• Anticipating organization’s
Learning that occurs
need for one’s skills
prior to joining the
and abilities
organization • Anticipating organization’s
sensitivity to one’s needs
and values
 A Model of Organizational Socialization
(cont.)
Perceptual and Social
Phases Processes
2. Encounter • Managing lifestyle-
versus-work conflicts
Values, skills and • Managing intergroup
attitudes start to shift role conflicts
as new recruit • Seeking role definition
discovers what the and clarity
organization is truly • Becoming familiar
like with task and group
dynamics
 A Model of Organizational Socialization
(cont.)
Perceptual and Social
Phases Processes

3. Change and acquisition • Competing role demands

are resolved
Recruit masters skills and • Critical tasks are
roles and adjusts to work mastered
group’s values and norms • Group norms and values
are internalized
 A Model of Organizational Socialization (continued)

Outsider
Phases
1. Anticipatory socialization
2. Encounter
3. Change and acquisition

Behavioral Outcomes Socialized Affective Outcomes

Insider • Generally satisfied
• Performs role assignments
• Remains with organization • Internally motivated to
work
• Spontaneously innovates
• High job involvement
and cooperates
 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
 Building an Effective Mentoring Network

Become the perfect protégé.

Engage in 360-degree networking
Commit to assessing, building, and adjusting the
mentor network
Develop diverse, synergistic connections
Realize that change is inevitable