February 20, 2013Chapter 6- Organizational Culture- Roots of Organizational Cultureo American companies falling behind Japanese companies Existing approaches were limited in scope- Unable to explain all human behavior- Unable to explain differences between organizations- Belief that intangible elements may be guiding force Culture is derived from anthropology Culture is a lens for interpreting organizational reality Culture focuses on values, attitudes and beliefs of memberso Organizational Culture- sets of artifacts, values and assumptions that emerge fromthe interaction of organizational memberso Breaking down the definition of culture Culture is shared- common way of understanding and interpreting events Culture is intangible- formed through interaction of members Affects human behavior- guides behavior, behavior guides culture Communication creation- created, sustained, and influenced by messages exchanged among members Historical- cultures emerge and become apparent over time- Elements of Organizational Cultureo Emerge through creation and enactment of cultureo Five categories of elements inherent in organizational culture Values Symbolic elements Role elements Interactive culture elements Context elementso Values- common beliefs and priorities of members Provides sense of identity for members Strategies, goals, principles, or qualities considered ideal Often visible in the actions of its memberso Symbolic elements- representative of what is most important about a culture Symbols- tangible representation of culture and organizations Stories- narratives shared amongst members Language/nonverbal- vocabulary used by members Metaphors- comparison of organization to something dissimilaro Role elements- types of organizational members Heroes- members respected by large number of people in the organization- Embody organizational values- Words exemplify and reinforce core values- Can be considered living logos of organization Outlaws- members who are antithesis of organizational values, yet still respected- Embody a counterculture useful to organization- Refuse to conform and applauded for ito Interactive culture elements- observed interplay of members and organization Rituals- form of action out values- Formal or informal events that occur over time- Example: eating lunch together Informal culture rules- informs members of preferred, permitted, required, or prohibited behaviors- Unwritten rules, dress code, terms of address Organizational communication style- collective preference for certain channels of communication- Verbal, written or electronico Context elements- shaping of culture by time and place History- information about formation, founders and evolution of organizations- Reveals continuing influence of founders and changes made- Embedded in tales of members Place- environment where organization exists- Organization is connected to environment- Orientation to Organizational Cultureo Object orientation Culture is considered a variable Culture is something organization has Excellent and strong cultures can be introduced Culture exists before the organizationo Becoming orientation Something an organization is Root metaphor Communication constitutes cultureo Grounded in action orientation Communication and culture are mutually constituted Present practices shaped by past eventsFebruary 27, 2013Chapter 8- Socialization of New Members- Organizational Assimilation- the process which employees enter, become integrated and then leave the organizationo Involved employees adapting to cultureo 2 interrelated processes Socialization- the organization molds the employee to fit its needs- Example: orientation about prescribed ways to behave Individualization- where employees mold their roles and experiences to fittheir needs- Example: new method for performing your work role- Dynamic Modelo Familiarity with the supervisoro Familiarity with coworkerso Acculturation- understanding the cultureo Recognition- identified as valuable (being identified as someone who can contribute to the organization)o Involvement- participationo Role Negotiation- altering nature of role (having some discussions how job is going to be done)o Job Competency- possession of skills (have to be able to do job so we feel we belong there)- Stage Modelo Anticipatory Socialization Newcomers form impressions of occupation and work- Vocational Anticipatory Socialization- information gathered about any occupation formed during childhood and adolescenceo Learning from peers, neighbors, family, media, educational institutions, part-time employment- Anticipatory Organizational Socialization- the information and impressions you get of particular organizationso Realistic Job Preview- recruiters provide accurate impression of the organizationo Organizational Entry New employee formally begins work in the organization Reality of new role and tasks are confronted Information given about tasks, preferred behaviors, and status. Organizations begin to mold and socialize employees- Orientation- formal welcome and information- Training-demonstration of methods- Formal Mentoring- pairing of experience and inexperienced members.- Informal Mentoring- naturally developed relationship of experience and inexperience members naturally! Uncertainty emerges from new surroundings Tactics for seeking information- Overt Questions- asking direct questions- Indirect Questions- Hinting/Covertly asking questions.- Testing- breaking a rule, or doing something and observing the reactions of the target. - Third-Party questions- where we get information from a source other than the primary target of information- Disguising Conversations- easing information from the target. Beating around the bush to not look bad.- Observing- watching others to model behavior- Surveillance- Retrospective reflection of past events by monitoringothers. Types of information sought out- Technical- how to perform job- Appraisal- feedback about performance- Relational- nature of social connections Specifics of seeking information- Face concerns lead employees to seek information in a more covertfashion (indirect observing/observing)- Technical information is most frequently sought and obtained through direct tactics- ***Overall, OVERT and Observing
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