HR discussion

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Chapter  Three  

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Learning  Objec2ves  

LO.1 Define organizational culture and discuss its three layers.

LO.2 Discuss the difference between espoused and enacted values.

LO.3 Describe the four functions of organizational culture.

LO.4 Discuss the four types of organizational culture associated with the competing values framework.

LO.5 Summarize the five conclusions derived from research about the outcomes associated with organizational culture.

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Learning  Objec2ves  (cont.)  

LO.6 Review the four caveats about culture change. LO.7 Summarize the methods used by organizations

to change organizational culture. LO.8 Describe the three phases in Feldman’s

model of organizational socialization. LO.9 Discuss the various socialization tactics used

to socialize employees. LO.10 Explain the four developmental networks

associated with mentoring.

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Organiza2onal  Culture  

!  Organizational culture 9  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

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Organiza2onal  Culture   Characteris2cs  

!  Passed on to new employees through the process of socialization

!  Influences our behavior at work !  Operates at different

levels

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A  Conceptual  Framework  for   Understanding  Organiza2onal  Culture  

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Layers  of  Organiza2onal  Culture  

!  Observable artifacts 9  Consist of the physical manifestation of an

organization’s culture 9  Acronyms, manner of dress, awards, myths

and stories, published lists of values, observable rituals and ceremonies, special parking spaces, and decorations

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Layers  of  Organiza2onal  Culture  

!  Values 9  concepts or beliefs that pertain to desirable end

states, transcend situations, guide selection of behavior and are ordered by relative importance

!  Espoused values 9  represent the explicitly stated values and norms

that are preferred by an organization

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Layers  of  Organiza2onal  Culture  

!  Enacted values 9  represent the values and norms that actually

are exhibited or converted into employee behavior

9  Based on observable behavior

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Example:  Williams-­‐Sonoma’s     Espoused  Values  

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Layers  of  Organiza2onal  Culture  

!  Basic assumptions 9  Constitute organizational values that have

become so taken for granted over time that they become assumptions that guide organizational behavior

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Four  Func2ons  of  Organiza2onal   Culture  

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Competing Values Framework

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Outcomes  Associated  with   Organiza2onal  Culture  

1.  Clearly related to measures of organizational effectiveness.

2.  Employees are more satisfied and committed to organizations with clan cultures.

3.  Innovation and quality can be increased by building characteristics associated with clan, adhocracy, and market cultures into the organization.

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Outcomes  Associated  with   Organiza2onal  Culture  (cont.)  

4.  An organization’s financial performance is not very strongly related to organizational culture.

5.  Companies with market cultures tend to have more positive organizational outcomes.

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Correlates  of  Organiza2onal  Culture  

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The  Process  of  Culture  Change  

!  Organizational members teach each other about the organization’s preferred values, beliefs, expectations, and behaviors

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The  Process  of  Culture  Change  

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 (e.g., titles),

and promotion criteria

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The  Process  of  Culture  Change  

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

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Organiza2onal  Socializa2on  

!  Organizational Socialization 9  process by which a person learns the values,

norms, and required behaviors which permit him to participate as a member of the organization

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A  Model  of  Organiza2onal   Socializa2on  

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Phase  1:  An2cipatory  Socializa2on  

!  Occurs before an individual joins an organization

!  Involves the information people learn about different careers, occupations, professions, and organizations

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Phase  2:  Encounter  

!  Employees learn what the organization is really like and reconcile unmet expectations

!  Onboarding programs 9  help employees to integrate, assimilate, and

transition to new jobs by making them familiar with corporate policies, procedures, and culture and by clarifying work role expectations and responsibilities

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Phase  3:  Change  and  Acquisi2on  

!  Requires employees to master important tasks and roles and to adjust to their work group’s values and norms

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Socializa2on  Tac2cs  

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Embedding  Organiza2onal  Culture   through  Mentoring  

!   Mentoring 9  the process of forming and maintaining

developmental relationships between a mentor and a junior person

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Developmental  Networks  Underlying   Mentoring  

!  Diversity of developmental relationships 9  reflects the variety of people in a network used

for developmental assistance !  Two sub-components

9  Number of different people the person is networked with

9  Various social systems from which the networked relationships stem

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Developmental  Networks  Associated     with  Mentoring  

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Mentoring  

!  Developmental relationship strength reflects the quality of relationships among the individual and those involved in his developmental network

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Personal  and  Organiza2onal   Implica2ons  

!  It is important to foster a broad developmental network because the number and quality of your contacts will influence your career success.

!  Job and career satisfaction are likely to be influenced by the consistency between an individual’s career goals and the type of developmental network at his disposal

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Personal  and  Organiza2onal   Implica2ons  

!  A developer’s willingness to provide career and psycho-social assistance is a function of the protégé’s ability, potential, and the quality of the interpersonal relationship

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Personal  and  Organiza2onal   Implica2ons  

!  It is important to become proficient at using social networking tools such as Twitter, http://www.LinkedIn.com, and Facebook.

!  These tools not only enable you to increase the breadth of your social network, but they also can increase your productivity.