Organizational Culture Socialization and Mentoring Chapter 11 Kinichi

Organizational Culture, Socialization, and Mentoring Chapter 11 Kinichi, A. Fugate, M. , Digby, V. (2013). Key Concepts, Skills, and Best Practices, 4 th Canadian Edition, Mc. Graw-Hill, U. S. A. Summarized by Mary O’ Penetrante CTTP 2013 -2014 Seite

Organizational Culture, Socialization, and Mentoring Chapter 11 Organizational Culture “It is the set of shared values, beliefs, and implicit assumptions that underlie a company’s Other stakeholders Business Shared Partners values Managers/Leaders Assumptions Business Owner/Founders Beliefs Employees identity. ” 12. 02. 2022 3 Seite 3

2 Sources Values, Vision, Behaviours Customer Satisfaction Organizational Culture Share values, beliefs, assumptions “More satisfied customers means good business” Structure and Practices Systems and Practices designed to provide customer satisfaction “zero defect, on-time delivery, no question ask policy, most customer friendly employee” Social Processes Employees form their groups and socialize; Newly hired integrates into the company’s culture by knowing “how things are being done here” – big smile, customer is always right, customer is first” Attitudes and Behavior Develop work attitude, how to behave or manifest company’s culture “This is who we are” 12. 02. 2022 Outcomes Efficiency Effectiveness to satisfy customer 4 Seite 4

Layers of Organizational Culture Artefacts, symbols Uniforms Dress Code Structure Legends Stories Rituals equipment Language Ceremonies Acronyms Norms Values Core values Beliefs Assumptions Unspoken rules something that guides decision-making 12. 02. 2022 5 Seite 5

"Who I am? “Who we are? “ “This is the way we do things here” "I am not alone“ “I belong with them” "Working here makes sense“ “My goals are aligned with company’s goal” “I imbibe the company’s culture, so I am more comfortable with change" Kinichi, A. Fugate, M. , Digby, V. (2013). Key Concepts, Skills, and Best Practices, 4 th Canadian Edition, Mc. Graw-Hill, U. S. A. 12. 02. 2022 6 Seite 6

Collaborate (“Family”) Means: Participation, Cohesion End: Employee Empowerment V cu alu st e f om le er xibi fo lity cu , se d Create Means: Agility, Adaptability End: Innovation, growth Thrust: , ty ili ab st e ee lu loy Va p sed em cu fo Control Means: Consistent processes End: Efficiency, timeliness Thrust: Va cu lue fo sta cu m b se er ilit y d , Va em lue fo plo flex cu y se ee ibili ty d , Thrust: Compete Means: Customer, Productivity End: Profitability, Market share Thrust: Kinichi, A. Fugate, M. , Digby, V. (2013). Key Concepts, Skills, and Best Practices, 4 th Canadian Edition, Mc. Graw-Hill, U. S. A. 12. 02. 2022 7 Seite 7

Organizational Culture, Socialization, and Mentoring Chapter 11 Socialization Process Mentoring “A process by which employees “A process of forming and learn an organization’s values, maintaining developmental norms, and required behaviours. ” relationships between a mentor and a junior person. ” Hello! Developmental Networks: • • Receptive Traditional Entrepreneurial Opportunistic 12. 02. 2022 8 Seite 8

Organizational Culture, Socialization, and Mentoring Chapter 11 Feldman's Model of Organizational Socialization 1. Anticipatory Before joining the organization Getting information about the job, company's culture, rules, policies, motivations Realistic Job Preview (RJP) - presents both positive and negative aspects of a job 2. Encounter Signed Employment Contract 3. Acquisition Change and adjustment process Learning what the organization is really like Mastering tasks and roles and adjusting to group values and norms On-boarding - structured process for new hires involving both orientation and training Uses various socialization tactics to help employees through the adjustment process 12. 02. 2022 9 Seite 9

Organizational Culture, Socialization, and Mentoring Chapter 11 Summary Mentoring Networks • Receptive • Traditional • Entrepreneurial • Opportunistic 12. 02. 2022 10 10 Seite