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.

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 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 Feldmans model of
organizational socialization.
9. Discuss the various socialization tactics used to
socialize employees.
10. Explain the four developmental networks associated
with mentoring.

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 Organizational Culture
Shared values and beliefs that
underlie a companys identity
What types of organizational
cultures have you worked in?
How does the organizations
culture manifest itself?

3-4
Understanding Organizational Culture

Antecedents Organizational Group & Social

Organizational
Culture Structure & Processes
Founders values Practices Socialization
Observable artifacts
Industry & business Reward systems Mentoring
environment
National culture Organizational Decision
Espoused values making
Senior leaders design
vision and behavior Group
Basic assumptions dynamics
Communication
Collective Influence &
Attitudes & empowerment
Organizational
Behavior Leadership
Outcomes
Effectiveness Work attitudes

Innovation & Job satisfaction

stress 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 (cont)
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

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 Your Opinion

Do organizations have
predominantly one culture?
A=Yes, B=No

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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 Perceptual and
Social Processes

1) Anticipatory Anticipating realities

about the organization
socialization and the new job
learning that Anticipating
occurs prior to organizations needs for
ones skills and abilities
joining the Anticipating
organization organizations sensitivity
to ones needs and values

3-20
 Organizational Socialization

Phases Perceptual and

Social Processes

2) Encounter Managing lifestyle-

versus-work conflicts
values, skills,
and attitudes Managing intergroup role
conflicts
start to shift as
new recruit Seeking role definition
and clarity
discovers what
the organization Becoming familiar with
task and group dynamics
is truly like

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 Organizational Socialization

Phases Perceptual and

Social Processes

3) Change and Competing role

acquisition demands are resolved
recruit masters Critical tasks are
skills and roles mastered
and adjusts to Group norms and
work groups values are internalized
values and
norms

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 Organizational Socialization

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

Socialized Insider
Behavioral Outcomes Affective Outcomes
Performs role assignments Generally satisfied
Remains with organization Internally motivated to work
Spontaneously innovates and High job involvement
cooperates
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
ones career
progression?
Psychological
Functions
How can mentoring
serve a psychological
function?
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 Developmental Networks
Associated with Mentoring
Developmental Relationship Strength
Weak Ties Strong Ties
Developmental Relationship Diversity

Low D2 D2
Range
Key:
D1 D1 D = developer
P P
P = protege
Receptive Traditional

D1 D2 D1 D2
High
Range
P P
D3 D4 D3 D4
3-27
Opportunistic Entrepreneurial
 Organizational
Culture,
Socialization,
and Mentoring

Supplemental
Slides

Chapter 3
2008The McGraw-Hill Companies, Inc. All rights reserved.
 Sustainability in Action

Green workplaces appeal to

recruits and employees
81% of U.S. Especially younger generations
respondents 92% of students and 80% of young
would prefer entry-level hires more professionals want
to work for an inclined to work in jobs that have a
environmentally positive impact on
eco-friendly friendly company environment
employer
3-29
Source: Simply Green, HR Magazine, June, 2008.
 Sustainability in Action: Clif Bar
Experienced lack of interest in Ride Bike to Work
Day so got creative.
Implemented the following programs:
Assistance purchasing hybrid cars
Gives points to employees who use alternative forms of
transportation redeemable for massages, Whole Foods
gift certificates, etc.
$1,000 to make improvements to make homes more
energy efficient
Includes sustainability training at new employee
orientation
3-30
Source: Simply Green, HR Magazine, June, 2008.
 Sustainability in Action (cont)
Why do you think Clif Bar wasnt successful
at first?
What organizational cultural barriers might
have been present?
What kinds of programs does your
organization have to be more green?
What are the costs and benefits of these
programs in the short and long-term?
3-31
Source: Simply Green, HR Magazine, June, 2008.
 Google Gears Down
Google is known for elaborate perks, loose corporate
culture
Has allowed hundreds of projects to be initiated
through the 20% of free time technical experts are
given to work on projects of interest to them
Has historically not had a concern with the profitability
of these projects
Now, has started to prioritize because it cant lend
technical support to the varied projects that have been
started
Source: Vascellaro, J. E. & Morrison, S. Google Gears Down for Tougher Times, Wall Street Journal, p. A1, A13,
12/3/2008 3-32
 Google Gears Down (cont)
Has Google become too employee
centered?
What is the impact on the employee
when taking away benefits and perks?
Has a benefit, perk, or pay been taken
away from you? How did you react to
that?
Source: Vascellaro, J. E. & Morrison, S. Google Gears Down for Tougher Times, Wall Street Journal, p. A1, A13,
12/3/2008 3-33
 Why Mentoring Matters
Professional services firms have decreased their focus
on mentoring
Mentoring is even more important in competitive
environments
Useful way to transmit tacit knowledge
Engages both mentor and protg in work and
organizational success
Builds a sense of belonging, especially when firms get
larger

Source: DeLong, T. Gabarro, J. J., & Lees, R. Why Mentoring Matters in a Hypercompetitive World, Harvard Business
Review, January 2008. 3-34
 Why Mentoring Matters
Have you ever had a mentor?
What was your experience?
What impact did it have on your
work and/or commitment to the
organization?
In what ways does org. culture
impact mentoring success?
Source: DeLong, T. Gabarro, J. J., & Lees, R. Why Mentoring Matters in a Hypercompetitive World, Harvard Business
Review, January 2008. 3-35
 What Makes Apple Golden?
Apple ranked #1 on Worlds Most Admired companies
in 2008
Steve Jobs, CEO describes the corporate culture
Products are often inspired by what employees
dont like
Apple hires people who are never satisfied
Teams strive for perfection
During downturn continue to invest in research
and development and wont lay off employees

Morris, B. (2008). What makes Apple Golden, Fortune, March 17, 2008. 3-36
 Functions of Mentoring

Career Functions Psychosocial

Sponsorship functions
Exposure and Role modeling
visibility Acceptance and
Coaching confirmation
Protection Counseling
Challenging friendship
assignments

3-37
 Video Cases
Johnson & Johnson Credo
New Belgium Brewery

3-38
 Management in the Movies
Hoosiers Warm Welcome
In this scene, Coach Dale has been invited to meet and
greet with some of the men of the town.
Discussion Questions
What are some of the aspects of the town culture?
How well does Coach Dale accept this organizational
socialization?
How do the men communicate the culture to Coach
Dale?

3-39
 Example: Starbucks Canada
Measures status of corporate
culture using The Partner View
Survey every 18 months
90% response rate
Corrective action or changes taken
Result: lower turnover, higher
satisfaction
Source: Leung, C. (2006). Culture Club, Canadian Business, October 9-22, pp. 116-117. 3-40
 Mentoring Pitfalls
50% of 500 biggest businesses in US
offer mentoring
Relationships can sour if:
Pair is incompatible
There is a lack of respect/credibility
Clear goals are not established
There is no consensus on when to end the
relationship
3-41
Source: BusinessWeek, January 29, 2007, Mentoring Can Be Messy, Susan Berfield
 Mentoring Survey
Of 1,400 CFOs asked, 42% said they had a formal or
informal mentor
What is the best benefit of having a mentor?
35% - Serves as confidant or advisor
27% - Provides insight into a particular field or industry
22% - Provides encouragement and/or boosts morale
12% - Provides introductions to key networking contacts
1% - Provides educational/training/technical support
1% - Other
3% - Dont know/cant choose one
3-42
Source: Training, July 2006
 Effect of Culture & Personal
Characteristics on Outcomes

Taken from Miron, E. Erez, M., & Naveh, E. Do personal characteristics and cultural values that promote innovation, quality, and efficiency
compete or complement each other? Journal of Organizational Behavior, 25, 175-199 (2004).
3-43
 Effect of Culture & Personal
Characteristics on Outcomes

Taken from Miron, E. Erez, M., & Naveh, E. Do personal characteristics and cultural values that promote innovation, quality, and efficiency
compete or complement each other? Journal of Organizational Behavior, 25, 175-199 (2004).

3-44
 Merging Corporate Cultures
1) Define a realistic
culture
2) Provide savvy
leadership
3) Communicate
consistently and
carefully
4) Address the me
issues
5) Share space 3-45
Organizational Culture and Ethical Behavior

Type of Culture Employee Rewards Leadership

Expectations

Old Economy Security Salary Top-down

New Economy Personal growth Stock options Inspirational

The Enron Twist Personal wealth A stake in the Know-it-all

business arrogant

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Implications For Mentoring Minorities
Mentors must fully appreciate
the roles they play:
Coach
Advocate
Counselor
Understand the importance of
these roles at each stage of a
protgs career
Mentor must also be aware of
challenges race can present to
protgs career 3-47
 Conclusion
Questions for discussion

3-48